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cover image - Leadership Development for Nurses and Midwives - Elsevier E-Book on VitalSource (Retail Access Card),1st Edition
ISBN: 9780323870535
Publication Date: 10-03-2022
Page Count: 212
Imprint: Elsevier
List Price: $29.99

Leadership Development for Nurses and Midwives - Elsevier E-Book on VitalSource (Retail Access Card), 1st Edition

by Gemma Stacey, PhD, MN, RN (MENTAL HEALTH), PGCHE, PFHEAD and Greta Westwood

Elsevier eBook on VitalSource - Access Card

ISBN: 9780323870535
Publication Date: 10-03-2022
Page Count: 212
Imprint: Elsevier
List Price: $29.99
Important note
Please note
This item has low stock levels and may be back-ordered. We'll let you know if it is back-ordered, and you will not be charged until the item ships.
    • Increases awareness of how personality preferences influence personal effectiveness and performance in teams
    • Shows how to identify opportunities to influence and how to express yourself for impact
    • Supports personal resilience and how to stay calm under pressure
    • Brings theory to life through authentic case studies provided by current nursing and midwifery leaders working in a range of settings
    • Reflects contemporary practice and responds to identified gaps in leadership development for nurses and midwives
    • Reflective learning activities encourage the reader to apply principles to their own self-development
    • Presents historical references to Florence Nightingale and her relevance to modern day nursing throughout
  • Chapter number and title



    1. Florence Nightingale and The Foundation

    Greta Westwood

    • Introduction to into the history and heritage of FNF including an account of how FNF are continuing the legacy of Florence Nightingale

    1. Personality and performance in teams

    Greta Westwood

    • Introduce concept of self and impact of self on others explored through the Myers Briggs Type Indicator (MBTI).
    • Explore the MBTI preference pairs and apply concepts to self through a range of experiential learning exercises
    • Consider the outcome of your MBTI self-assessment and questionnaire to identify areas for personal and team development.

    1. Influencing change

    Claire Henry Associates

    • Have an understanding ‘improvement science’ methodology
    • Know how to apply the approach to your clinical situation as a leader
    • Develop plans to apply the approach to practice to define a change project

    1. Building authority

    HartRidge Leadership Consultancy

    • Improved personal awareness, influence and capabilities to deal with the challenges and demands of leadership role.
    • Increased confidence and ability to speak up and be heard.
    • Improved personal impact that can support inclusion, patient centred, and compassionate care.
    • Develop your own personal approach to leadership – exploring values, biases, blind spots, and attitude to diversity.
    • Confidence to tackle real workplace issues, reflecting what is needed in the clinical setting to promote safe, high-performing, and continuous improvement.
    • Improved skills, knowledge, attitudes and behaviours to succeed and operate successfully in clinical setting.

    1. Developing presence and having impact

    Royal Academy of Dramatic Arts

    • Gaining self-awareness of their own style of how they communicate and learning to flex this as needed
    • Understanding transactional analysis and behavioural preferences, and the opportunity to try out different behavioural preferences in a safe environment
    • Learning how to inspire others
    • Developing leadership skills to use amongst their own team so that they can prepare future leaders and empower the good people around them
    • Building the ability to influence through their own confidence, presence and authenticity, and learning to create trust
    • Learning how to deal with things like imposter syndrome and the fear of getting things wrong
    • Understanding how to build one's own resilience and tools for staying effective under pressure
    • The experience of rehearsing responses to behaviours they find challenging through the medium of forum theatre
    • Sharing of best communications practice and examples of relationship building
    • Building a network of colleagues which will lead to creating ‘bright spots' within the NHS, thus enabling greater opportunities to have influence in their area and 'light fires'

    1. Gaining political acumen and enabling influence

    Edan & Partners

    • Better understand the politics that affect them, in whatever sector they work.
    • The ‘big P’ politics of Westminster, Whitehall and regional or local government
    • The ‘small p’ organisational politics that are so vital to understand and navigate. Understanding the policy making and political process and how to influence makes decision-makers tick.

    1. Digital Health Leadership

    College of Healthcare Information Management Executives – Digital Health Leadership

    • Enable nurses to work at the top of their licence by using health IT to transform their practice.
    • To be advocates for IT adoption in a health and care setting and be confident justifying IT spend,
    • Designing strategies and encouraging adaptive change from their colleagues.

    1. Demonstrating expertise through disseminating practice

    Gemma Stacey

    • Explore motivations and barriers to writing for publication
    • Consider the benefits of dissemination in relation to building a profile as an expert/ authority in a particular field.
    • Identify practical strategies for initiating the dissemination process

    1. Creating psychologically safe spaces/Peer group coaching

    Gemma Stacey

    • Learning how to work in a small group with colleagues, and through a structured questioning/ listening approach, effectively work on real problems being faced;
    • Developing individuals’ learning experience, so personal awareness of potential changed behaviours that may be possible in tackling problems, is increased;
    • Increasing individuals’ understanding of personal effectiveness and personal power.

  • Conclusions – returning to continuing Florence’s legacy
  • Gemma Stacey and Greta Westwood
  • Revision of key messages from introductory chapter
  • Summary of how content of book relates to continuing Florence’s legacy
  • Gemma Stacey, PhD, MN, RN (MENTAL HEALTH), PGCHE, PFHEAD, Deputy Chief Executive Officer, The Florence Nightingale Foundation, London, UK and Greta Westwood
    Important note
    Please note
    This item has low stock levels and may be back-ordered. We'll let you know if it is back-ordered, and you will not be charged until the item ships.