![]() Spark. Notes Free Online Test Prep and Study Guides for College Admissions. When your books and teachers don't make sense, we do.© 2. Which test are you preparing for? Click for comprehensive study guides and strategies for performing your best on test day—all for free! SAT.ResearchGuides. Nurse Education Guide. Faculty Book Selection. The #1 IV drug handbook for more than 40 years, Intravenous Medications: A Handbook for Nurses and. Nursing Concepts Online Essentials for RN 2.0, 2nd Edition; Nursing Concepts Online Essentials for RN 2.0 (Access Card), 2nd Edition; Pathophysiology Online for. New Books and Media - Fall, 2009. This list highlights books and media purchased through the month of November, 2009. The list is in Library of Congress subject order. This guide highlights Nursing resources available at the Donald C. Harrison Health Sciences Library. Spark. Notes LLC, All Rights Reserved. Leadership and Management for Every Nurse, 2nd Edition. Leadership and Management for Every Nurse. Edition. By. Lynn C. Parsons, DSN, RN, NE- BCITEM NUMBER: N1. Contact. Hours. COURSE OBJECTIVESAfter completing this course, the learner will be able. Discuss the difference between leadership and. Describe delegation principles utilized in nursing. Prioritize care and use the principles of triage in. Describe problem- solving processes and quantitative. Describe resources needed for management of a. Discuss the importance of strategic planning for. Describe the different organizational structures. Outline strategies to build cohesive teams for. Discuss the concepts of patient- centered care within. Describe strategies for managing conflict and. Describe the impact of power and influence on. Apply legal principles to nursing practice. Discuss ethical dilemmas and the available resources. Describe the various roles of the nurse and the ways. Explain how professional organizations provide. HOW TO RECEIVE CE CREDIT FOR THIS COURSERead and study the. Study the. self- assessment. Attest to having read. Answer the course. Print your certificate. ABOUT THE AUTHORLynn C. Parsons, DSN, RN, NEA- BC, is a Professor of Nursing and. Chairperson, Department of Nursing, at Morehead State University in. Morehead, Kentucky. Dr. Parsons has 3. Her clinical experience is primarily in orthopedic trauma and. Dr. Parsons has numerous juried. She. is board certified as a Nurse Executive Advanced through the. American Nurses Credentialing Center (ANCC). Her initial. certification as a Nurse Administrator was awarded by the ANCC. Her Master of Science in Nursing was. Northern Michigan University in Marquette, with. She received her Doctor of Science in Nursing, with. University of Alabama at Birmingham. Dr. Parsons has disclosed that she has no significant financial. ABOUT THE CONTRIBUTING AUTHORSDebra. Sullivan, Ph. D, MSN, RN, CNE, COI is currently an assistant. Middle Tennessee State University (MTSU) where she. At the school. of nursing she has been part of the leadership team and has held. She has been trained in Quality and. Safety Education for Nursing (QSEN) – a national initiative within. Dr. Sullivan. has been a leader in nursing, serving as President of the Tennessee. Nurse Association District 1. Sigma Theta Tau International, Xi Alpha. She has published. Before moving to. Middle Tennessee, she held leadership positions within a large. Houston, TX, including Director of Clinical. Education at a suburban hospital and at the corporate offices. She. earned a Ph. D from University of Nevada, Las Vegas; an MSN from. University of Texas at Tyler; a BSN from University of Texas. Medical Branch; and an ADN from Houston Baptist University. Deborah. Weatherspoon, RN, CRNA, MSN, Ph. D, is a professor of nursing. Walden University in the graduate school in the Leadership and. Management track. She began her RN career in 1. Memphis State University. She then continued her education at Middle. Tennessee State University’s School of Anesthesia to become a CRNA. Ms. Weatherspoon then worked in clinical anesthesia, until returning. Masters in Nurse Education in 2. Middle Tennessee State University. As a CRNA, she managed four. CRNA group. Dr. Deborah. Weatherspoon received her Ph. D from the University of Tennessee at. Knoxville with a focus on education. The contributing authors have disclosed. ABOUT THE CONTENT EDITORAnne P. Manton Ph. D, RN, PMHNP- BC, FAEN, FAAN is a Fellow in both. American Academy of Nursing and the Academy of Emergency. Nursing. She has served in a number of management and leadership. Fairfield University School of Nursing, president of. Massachusetts Association of Registered Nurses, president of the. Emergency Nurses Association, and president of the Board of. Certification for Emergency Nursing. Dr. Manton has written numerous. She is the recipient of numerous awards. Dr. Manton is a. nurse planner for Western Schools. Anne. Manton has disclosed that. Nurse. Planner: Amy Bernard, MS, BSN, RN- BCThe planner has disclosed that she have. Copy Editor. Dottie Terry. Western Schools’ courses. The. information provided within these course materials is the result. However, the courses and course materials are provided. Western Schools is not engaged in. Western Schools’ courses and course materials. When the information. Western Schools’ course materials are intended. Western Schools absolves itself of. Western Schools further absolves itself of any responsibility for. Western Schools unless. Products (including brand names) mentioned or. Western School’s courses are not endorsed by Western. Schools, the American Nurses Credentialing Center (ANCC) or any. COPYRIGHT© Western Schools. All Rights Reserved. No part(s) of this material may be reprinted, reproduced. INTRODUCTIONThe purpose of. Nurses have been educated to practice professional nursing. Rapid. changes in health care and advances in technology require nurses to. Chief executive officers and top- level executives. They have elevated visibility because of their high- profile. Nurses are key players in healthcare organizations and. Nursing personnel. Physicians rely on nurses to. Therefore. the nurse has an important place on the healthcare team, and he or. The role of the nurse is more comprehensive in the. In the past, nurses were more involved in “hands- on”. Today, nurses work in expanded roles as leaders. They work with patients from. Collaboration with other nurses and healthcare professionals is key. Nurses learn leadership concepts through formal. Leadership and management. Leadership theory and principles of leadership and management are. Theory. when applied appropriately in the practice setting, can guide. As learners move through each of the fifteen chapters. Reading and participating in the case studies and. Resources at the end of the chapter are aimed at enhancing. CHAPTER 1. LEADING AND MANAGINGCHAPTER OBJECTIVEAfter. LEARNING OBJECTIVESAfter studying this chapter, the learner will be able. Define leadership, management, and followership as. Differentiate autocratic, bureaucratic. Describe attributes of effective leaders and. Illustrate the opportunities for leadership at all. Explain the benefits of leadership in nursing. OVERVIEWNursing. leadership and nursing management are two distinct concepts. Attributes of both are wonderful tools for nurses to have to work. In this chapter. nursing leadership, leadership styles, nursing management, nurse. The nursing. profession is one that experiences constant change in clinical. The purpose of this chapter is to enumerate the. Different leadership styles will. The nurse’s role in organizational leadership will be. The importance of nurse. LEADERSHIPLeadership and. To run. effectively, every organization needs good leaders and managers. However, leadership and management are two completely different. Leadership is commonly defined as one person’s ability to. In health care, leadership involves the use of. Table 1- 1 identifies the personal traits of. A leader is a person who demonstrates and exercises. Nagelkerk, 2. 00. A leader focuses on. Leaders have three essential traits: a vision for the future. Effective leaders are good listeners. Listening is the. Listening involves more than. The listener must pay attention and make an effort to hear. Attentive listening requires time and a desire to. Leaders can make use of. Bell & Smith, 2. Discussion. Point: Select a one- hour time frame at work and actively listen to. Write. down the main things that you heard. What did you learn about. Leadership is a reciprocal relationship between a. Leadership can occur between one leader and. Being a leader encompasses more. Professional nurses are leaders every day. Nurses are leaders. Leaders are proactive in managing issues; they do not wait for. Staff nurses must be proactive leaders in their. The excerpt in Box 1- 1 supports being proactive and. BOX 1- 1: A DEN OF LIONSThere is a story told about how lions hunt their. Lions have a clear strategy for hunting. The younger. stronger lions leave the den and go into the countryside. The older, frailer. Other animals, on. As the. animals flee, they are caught by the young lions and are. The moral of the story is clear: When hearing. Koerner & Bunkers, 1. LEADERSHIP STYLESThere are. Depending on the healthcare. Reynolds & Rogers, 2. The leader’s approach is influenced. Autocratic Leadership. Autocratic leaders use centralized decision making. Nagelkerk, 2. 00. They. use power and control to direct the workforce. This leadership style. Autocratic leaders usually have lower- performing groups that require. Productivity, or “getting the job. Masters, 2. 00. 9). A successful autocratic. It is unusual. to see effective autocratic leaders in today’s ever- changing. Bureaucratic. Leadership. Bureaucratic leader styles are closely aligned with. Finkelman, 2. 01. Subordinates are. Klainberg & Dirschel. The bureaucratic leader relies on organizational policies and. The. bureaucratic leader gives directions without input from others on. Democratic Leadership. Democratic leaders are more participatory and share. They employ a team. Kleinman, 2. 00. 4). Democratic leaders invite the opinions of. They encourage each team. Democratic leaders use their expert power to influence and. Furthermore, they have. Laissez- Faire. Leadership. Laissez- faire leaders are passive and defer daily. They do not set policy by. Nagelkerk, 2. 00. They offer. little information for editing or revising existing policies. Simply. put, they tend to follow existing policies without question. Their. teams are generally less productive than those of autocratic and. Employees who have laissez- faire leaders tend to. However, this leadership style can be useful when there are. Participative. Leadership. Participative leaders guide workers who are. Yoder- Wise, 2. 01. Such. workers like to talk about issues to reach consensus. They are. motivated and like their work; however, they are not confident. Huber, 2. 01. 0). This. style is effective in healthcare organizations that promote teamwork.
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