TAILIEUCHUNG - Ebook Transformational leadership in nursing (2/E): Part 2

Part 2 book “Transformational leadership in nursing” has contents: Frameworks for becoming a transformational leader, practice model design, implementation, and evaluation, building cohesive and effective teams, leadership in the larger context - leading among leaders, leadership in the larger context - leading among leaders support practice excellence, and other contents. | PART II BECOMING A TRANSFORMATIONAL LEADER CHAPTER 6 Frameworks for Becoming a Transformational Leader Marion E. Broome and Elaine Sorensen Marshall While many people believe that transforming organizations . . . is the most difficult, the truth is that transforming ourselves is the hardest job. And if we transform ourselves, we transform our world. —Dag Hammarskjold OBJECTIVES • To deepen appreciation for two current models: authentic leadership and the leadership challenge model • To identify and explore competencies and/or habits for leadership • To develop a vision in leadership • To recognize the importance of the use of evidence to support vision • To define and understand the significance of power as a leader • To consider the role of a leader as an entrepreneur • To understand servant leadership • To recognize the responsibility of a leader for generativity Stephen Covey devoted a career to convincing us that there are seven or eight habits of a successful leader (Covey, 1989, 2004). Hamric, Spross, and Hanson (2009, p. 254) reviewed current leadership models and concluded that only three habits are most important to the transformational leader in clinical ­practice: (a) empowerment of colleagues and followers, (b) engagement of stakeholders within ­ rovision of individual and and outside nursing in the change process, and (c) p system support during change initiatives. But we all know there are many more essential habits for the effective transformational leader. Consequential leadership requires the cultivation of a lifetime of habits that build others and strengthen self. 145 146  •  II: BECOMING A TRANSFORMATIONAL LEADER In Chapter 1, we reviewed various dimensions of transformational leadership— the focus of this book. At the beginning of this chapter, we introduce two complementary leadership frameworks that you may find useful in thinking about your own personal leadership philosophy, style, and behaviors: Authentic Leadership (Avolio & .

• Y khoa - Dược
• Transformational leadership in nursing
• Transformational leadership
• A transformational leader
• Leading among leaders
• Leading among leaders support practice excellence
• Building cohesive
• Economics and finance
• Understanding contexts
• Strategic planning
• Current challenges
• The triple aim
• Complex health care organizations