Gary Day is a Professor of Health Services Management in the Centre of Health Innovation, School of Medicine, Griffith University.
Inhaltsangabe
Part I. Introduction: 1. Concept of leadership and management in health services Mindaugas Stankunas 2. Leadership and management frameworks and theories Melanie Bish Part II. Leads Self: 3. Ethical leadership Gian Luca Casali and Gary E. Day 4. Self-management John Adamm Ferrier 5. Emotional intelligence and self-awareness Leila Karimi and Jiri Rada 6. Exploring values Eleanor Milligan and Jennifer Jones 7. Ambiguity and leadership Mark Avery 8. Leadership and critical reflective practice Lorraine Venturato Part III. Engages Others: 9. Communication leadership Mark Keough 10. Leading inter-professional teams Katrina Radford and Anneke Fitzgerald 11. Clinical governance Cathy Balding 12. Partnering with stakeholders Sharon Brownie and Audrey Holmes 13. Power and political astuteness Nicola McNeil 14. Influencing strategically Mark Avery 15. Networking John Rasa Part IV. Achieves Outcomes: 16. Holding to account Ged Williams and Linda Fraser 17. Critical thinking and decision making Richard Baldwin 18. Managing and leading staff David S. Briggs and Godfrey Isouard 19. Project management Zhanming Liang 20. Financial management Ian Edwards 21. Negotiating Sandra G. Leggat Part V. Drives Innovation: 22. Creativity and visioning Godfrey Isouard 23. Evidence-based practice Sandra G. Leggat and Denise M. Jepsen 24. Successfully managing conflict Gary Day 25. Building positive workplace cultures Gary Day and Kirsty Marles 26. Leading and managing change Gary Day and Elizabeth Shannon 27. Quality and service improvement Martin Connor Part VI. Shapes Systems: 28. Workforce-planning Ged Williams and Ben Archdall 29. Strategic planning Sandra G. Leggat 30. Health service planning Chaojie Liu and John Adamm Ferrier.
Part I. Introduction: 1. Concept of leadership and management in health services Mindaugas Stankunas 2. Leadership and management frameworks and theories Melanie Bish Part II. Leads Self: 3. Ethical leadership Gian Luca Casali and Gary E. Day 4. Self-management John Adamm Ferrier 5. Emotional intelligence and self-awareness Leila Karimi and Jiri Rada 6. Exploring values Eleanor Milligan and Jennifer Jones 7. Ambiguity and leadership Mark Avery 8. Leadership and critical reflective practice Lorraine Venturato Part III. Engages Others: 9. Communication leadership Mark Keough 10. Leading inter-professional teams Katrina Radford and Anneke Fitzgerald 11. Clinical governance Cathy Balding 12. Partnering with stakeholders Sharon Brownie and Audrey Holmes 13. Power and political astuteness Nicola McNeil 14. Influencing strategically Mark Avery 15. Networking John Rasa Part IV. Achieves Outcomes: 16. Holding to account Ged Williams and Linda Fraser 17. Critical thinking and decision making Richard Baldwin 18. Managing and leading staff David S. Briggs and Godfrey Isouard 19. Project management Zhanming Liang 20. Financial management Ian Edwards 21. Negotiating Sandra G. Leggat Part V. Drives Innovation: 22. Creativity and visioning Godfrey Isouard 23. Evidence-based practice Sandra G. Leggat and Denise M. Jepsen 24. Successfully managing conflict Gary Day 25. Building positive workplace cultures Gary Day and Kirsty Marles 26. Leading and managing change Gary Day and Elizabeth Shannon 27. Quality and service improvement Martin Connor Part VI. Shapes Systems: 28. Workforce-planning Ged Williams and Ben Archdall 29. Strategic planning Sandra G. Leggat 30. Health service planning Chaojie Liu and John Adamm Ferrier.
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