Dr David Stanley, RN, RM, Gerontic Cert, Grad Cert HPE, Dip HE (Nursing), BN, MSc (Health Sciences), TF, NursD. David is a Registered Nurse and Midwife. He began his nursing career in the 1980's and his interest in clinically focused leadership came about because he was once a Nurse Practitioner. David was formerly an Adjunct Professor at Charles Sturt University and a Research Mentor at Fiji's National University. He retains his passion for the development of empowered nurse leaders and frontline health professionals with a focus on high quality clinical care.

Dr Clare L. Bennett, [...], SFHEA, PGCE, MSc, BSc (Hons), Dip.N, RGN. Clare is a Registered Nurse with a background in Sexual Health, Immunology, HIV and Infectious Diseases. She is a Doctor of Nursing and is currently a Senior Lecturer at Cardiff University. She has taught Leadership, Quality Improvement and Patient Safety on undergraduate and postgraduate programmes for nurses and allied health professionals for over two decades. Clare is also an honorary lecturer at the University of Freiburg, Germany, where she teaches clinical leadership in the context of advancing clinical practice. Clare is Co-Director of the Wales Centre for Evidence Based Care and teaches and coaches in the field of evidence development and implementation.

Dr Alison H. James, DAHP, SFHEA, PGCE, MA, BA (Hons), Dip Critical Care, RGN, BA. Alison is a Registered Nurse and Doctor of Advanced Healthcare Practice with a background in Neurosciences, Critical Care, Osteoporosis and Knowledge Transfer in health and social care. She is a Senior Lecturer at the School of Healthcare Sciences at Cardiff University in Wales, UK. Alison teaches Leadership and Quality Improvement on programmes across the nursing and allied health programmes at undergraduate and postgraduate level and is a coach and mentor for student leadership in the UK. Alison's research is focused on leadership development in the healthcare workforce and education, how this impacts delivery and quality of patient care and influences cultures within healthcare environments.

Notes on Contributors xvii Preface xxi Acknowledgements xxv Part I Clinical Leaders: Role Models for Values Based Leadership 1 1 Clinical Leadership Explored 5David Stanley Introduction 5 Clinical Leadership: What Do We Know? 6 Attributes Less Likely to Be Seen in Clinical Leaders 8 Clinical Leaders Are Not Seen as Controlling 8 Clinical Leaders Are Not Seen as Visionary 8 Clinical Leaders Are Not Seen as 'Shapers' 10 Attributes More Likely to Be Seen in Clinical Leaders 11 Clinical Competence/Clinical Knowledge 11 Approachability 13 Empowered/Motivator or Motivated 13 Supportive 13 Inspires Confidence 14 Integrity/Honesty 14 Role Model 14 Effective Communicator 15 Visible in Practice 15 Copes Well with Change 16 Other Attributes 16 Values: The Glue that Binds 17 Who Are the Clinical Leaders? 18 Clinical Leadership Defined 21 Why Clinical Leadership Now? 21 A New Agenda 22 Changing Care Contexts 22 Change Equates to More Leadership 22 More Emphasis on Quality 23 Summary 25 Mind Press Ups 25 References 26 2 Leadership Theories and Styles 31David Stanley Introduction: Leadership - What Does It All Mean? 31 Leadership Defined: The Blind Man's Elephant 33 No One Way 36 Leadership Theories and Styles 36 The Great Man Theory: Born to Lead? 36 The Heroic Leader: Great People Lead 37 The Big Bang Theory: From Great Events, Great People Come 37 Trait Theory: The Man, Not the Game 38 Style Theory: It's How You Play the Game 40 Situational or Contingency Theory: It's about Relationships 42 Transformational Theory: Making Change Happen 44 Transactional Theory: Running a Tight Ship 46 Authentic/Breakthrough Leadership: True to Your Values 47 Servant Leadership: A Follower at the Front 48 Other Perspectives 50 Shared Leadership/Collaborative Leadership 50 Compassionate Leadership 50 The Right Leader at the Right Time 51 Summary 54 Mind Press Ups 54 References 55 3 Values Based Leadership: Congruent Leadership 61David Stanley Introduction: A New Theory 61 Values Based Leadership 62 Values Based Leadership Theories Applied in Healthcare 62 Congruent Leadership: Another View 66 It All Started with Clinical Leadership 66 Congruent Leadership Theory Explored 79 A Solid Foundation 80 The Strengths of Congruent Leadership 82 Grassroots Leaders 83 Foundation for Other Theories 83 Strong Link between Values and Actions 84 Supports Further Understanding of Clinical Leadership 85 Anyone Can Be a Congruent Leader 85 The Limitations of Congruent Leadership 85 New Theory 85 Similar to Other Values Based Leadership Theories 86 Not Driven by a Focus on Change 86 Not Suitable for Leaders with 'Control' as an Objective 86 Congruent Leadership, Change and Innovation 87 Congruent Leadership and Power 88 Congruent Leadership and Quality 91 Summary 96 Mind Press Ups 97 References 97 4 Followership 105David Stanley Introduction: From behind They Lead 105 Defining Followership 106 Followers' Responsibilities 106 The Good Follower 110 The Not So Good Follower 113 Summary 116 Mind Press Ups 117 References 117 5 Leadership and Management 119Clare L. Bennett and Alison H. James Introduction: Why Delineate? 119 Who Should Take Centre Stage? 120 Skills 123 The Need for Education 125 Toxic or Misunderstood? 127 The Future 128 A Culture Shift 129 Summary 131 Mind Press Ups 132 References 133 Part II Clinical Leadership Tools: How to Influence Quality, Innovation and Change 137 6 Organisational Culture and Clinical Leadership 139
Sally Carvalho and David Stanley Introduction: Values First 139 What Is Organisational Culture? 139 A Culture of Care and Compassion 142 Culture and Leadership 144 How Congruent Leaders Shape Culture 146 Clinical Leadership, Education and Training 150 Summary 152 Mind Press Ups 153 References 153 7 Leading Change 157Clare L. Bennett and Alison H. James Introduction: Tools for Change 157 All Change 158 Transformational Change 159 Approaches to Change 160 SWOT Analysis 161 Stakeholder Analysis 162 Pettigrew's Model 163 The Change Management Iceberg 164 PEST or STEP 165 Kotter's Eight Stage Change Process 166 Nominal Group Technique 166 Process Re Engineering 167 Force Field Analysis 168 Restraining Forces 169 Driving or Facilitating Forces 169 How Do You Find Either Restraining or Facilitating Forces? 170 Initiating, Envisioning, Playing, Sustaining: A Theoretical Synthesis for Change 171 Beckhard and Harris's Change Equation 172 People Mover Change Model: Effectively Transforming an Organisation 172 Instituting Organisational Change: An Examination of Environmental Influences 172 Change Is Never Simple, Even with a Model 172 Resistance to Change 173 Self Interest and Conflicting Agendas 173 Increased Stress 173 Uncertainty 174 Diverging Points of View 174 Ownership 174 Recognising the Drivers 175 Some People Just Do Not Like Change 175 Recognising Denial and Allowing Time for Reflection 175 Successfully Dealing with Change 176 Summary 179 Mind Press Ups 180 References 180 8 Patient Safety and Clinical Decision Making 183Clare L. Bennett and Alison H. James Introduction: A Choice 183 Patient Harm 183 What Is Patient Safety? 184 Leadership and Patient Safety 185 Clinical Decision Making and Patient Safety 186 Terminology 188 Decision Making Approaches 188 Theories of Clinical Decision Making 190 Knowledge and Information 191 Intuitive Humanistic Model 191 Systematic Positivist, Hypothetico Deductive and Technical Rational Models 192 Integrated Patient Centred Model 192 IDEALS Model 193 Managerial Decision Making Process 193 Clinical Leadership and Decisions 194 Why Decisions Go Wrong 195 Not Using the Decision Making Framework 195 Flawed Data 195 Bias 195 Seeking to Avoid Conflict or Change 196 Ignorance 196 Hindsight Bias 196 Availability Heuristics 196 Over Confidence in Knowledge 196 Haste 196 How about Emotion? 197 Group Decision Making 197 Advantages of Group Decisions 198 Disadvantages of Group Decisions 198 Challenges 198 Summary 200 Mind Press Ups 201 References 201 9 Creativity 205David Stanley Introduction: A New Way Forward 205 What Is Creativity? 206 Building Creative Capacity 209 Techniques for Developing Creativity 210 Relax 211 Keep a Notebook or Journal 211 Journaling 211 Record Your Ideas 211 Do or Learn Something New Each Day 211 Learn to Draw 211 Become a Cartoonist 212 Learn to Map Your Mind 212 Try Associational Thinking 212 Go for a Walk 212 Adopt a Genius 212 Open a Dictionary 213 Study Books about Creative Thinking 213 Flood Yourself with Information 213 Attend Courses 213 Listen to Baroque Music 213 Face a New Fear Every Day 213 Develop Your Imagination 213 Leave Things Alone for a While 214 Find a Creative Space 214 Develop Your Sense of Humour 214 Define Your Problem 215 Know Yourself Well 215 Use Guided Reflection 215 Be Mindful 215 Focus 215 Do Not Be Afraid to Fail 215 Develop Some Techniques for Creative Thinking 215 Barriers to Creativity 216 Organisational Barriers 217 Competition 217 Organisational Structure 217 Being Too Busy to Address a Problem 217 Too Hectic an Environment 217 A Sterile Environment 217 Poor or Harsh Feedback 218 Rules 218 Unrealistic Production Demands 218 The Boss Is Always Right 218 Poor Communication 218 Personal Barriers 219 Fear of Criticism/Fear of Failure 219 Our Belief that We Are Not Creative 219 Fear of Change 219 Ego 219 Beliefs and Values 219 Lack of Confidence 219 Stress 220 Previous Negative Experiences with Risk 220 Negative Self Talk 220 Routines 220 Other Barriers 220 Daily Distractions 220 Not Having a Place to Go or Time to Get There 220 Drugs 220 Leadership and Creativity 221 Summary 224 Mind Press Ups 224 References 225 10 Leading Teams 227Alison H. James and Clare L. Bennett Introduction: Identifying Dynamics and Self Role within Teams 227 Do We Really Need Teams? 228 Are We a Team or a Group? 229 Established Teams 230 High Performance Teams 230 OK or Functional Teams 232 Struggling Teams 232 'Teaming' for Healthcare 233 Creating Powerful and Positive Teams 234 Psychological Safety 236 Team Building 236 Team Roles 237 Leadership and Teams 239 Summary 241 Mind Press Ups 241 References 242 11 Networking and Delegation 245Tracey Coventry Introduction: Strength in Numbers 245 Networking 245 The Skills of Networking 246 Get Yourself Known 247 Volunteer 247 Join a Professional Organisation 247 Look Beyond Your Own Organisation 247 Be Professionally Committed and Have Clear Messages 247 Join Professional Discussion Groups 248 Use Social Networks 248 Engage with Professional Development 248 Go to Conferences 248 Mentor Others or Be Mentored 249 Travel (for Professional Reasons) 249 Develop a Clinical Supervision Process 249 Expand Your Informal 'Coffee' Network 249 Publish 250 Other Ideas 250 Networking Through Social Media 250 Networking Tips 251 Delegation 252 Effective Delegation 253 Common Mistakes in Delegation 255 Under Delegation 255 Over Delegation 255 Inappropriate Delegation 255 Failing to Provide Sufficient Supervision 256 Resistance to Delegation 256 Delegation and Clinical Leadership 256 Summary 258 Mind Press Ups 259 References 260 12 Dealing with Conflict 261Kylie Russell Introduction: Collaboration or Clash 261 Past Conflict 262 Influencing Factors 262 Conflict Styles 263 Conflict at Work 266 Conflict Resolution 267 Responding to Conflict 268 Conflict Management and Clinical Leaders 270 Building Bridges: Negotiation and Mediation 271 Pre Negotiation Phase 271 Negotiation Phase 271 Post Negotiation Phase 272 Non Productive Behaviour 273 Negativity 273 Being Talkative 273 Attention Seeking 273 Arrogance 273 Arguing 274 Withdrawing 274 Aggression 274 Complaining 274 Active Listening 275 Self Talk 276 I Messages 277 Communication Styles 278 Mindful Communication 279 Assertive Communication 279 Communication Tools 279 CUS/S 280 CUS 280 PACE 280 Benefits of Conflict Management 280 Summary 282 Mind Press Ups 283 References 284 13 Motivation and Inspiration 287David Stanley Introduction: Inspiring Others 287 What Is Motivation? 288 Models and...