This groundbreaking new text will help nurses and midwives develop their unique leadership capabilities for better care, no matter what their level of experience or where in the organizational hierarchy they work. Edited by the CEO and Director of the prestigious Florence Nightingale Foundation and written by specialists in their field, the book focuses on the personal development required for nurses and midwives to become authentic leaders. It guides the reader through a range of innovative and novel perspectives on leadership development, with an emphasis on self-awareness and personal…mehr
This groundbreaking new text will help nurses and midwives develop their unique leadership capabilities for better care, no matter what their level of experience or where in the organizational hierarchy they work. Edited by the CEO and Director of the prestigious Florence Nightingale Foundation and written by specialists in their field, the book focuses on the personal development required for nurses and midwives to become authentic leaders. It guides the reader through a range of innovative and novel perspectives on leadership development, with an emphasis on self-awareness and personal growth. Leadership Development for Nurses and Midwives offers an exciting new perspective that is sure to maximize the individual and collective influence of nurses and midwives, and all that each has to offer. * 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* Reflective learning activities encourage the reader to apply principles to their own self-development * Presents historical references to Florence Nightingale and her relevance to modern day nursing throughout
Gemma has over 20 years of experience as a Mental Health Nurse and Academic. Her research and practice has focused on creating psychologically safe learning environments for staff and students. Gemma has made a significant contribution to international evidence and policy informing nursing and midwifery education and research. This is recognised by her accreditation as Principle Fellow of the Higher Education Academy and Visiting Professor at The University of Derby. Gemma joined Florence Nightingale Foundation in 2020 to establish and lead the Academy. She is committed to expanding access to FNF leadership development for nurses and midwives at all stages of their careers. This is with the view to increasing the influence and presence of the nursing and midwifery voice in local, regional, national and international decision-making forums.
Inhaltsangabe
Chapter number and title Author Synopsis 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. 1. Conclusions - returning to continuing Florence's legacy 2. Gemma Stacey and Greta Westwood 3. Revision of key messages from introductory chapter 4. Summary of how content of book relates to continuing Florence's legacy
Chapter number and title Author Synopsis 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. 1. Conclusions - returning to continuing Florence's legacy 2. Gemma Stacey and Greta Westwood 3. Revision of key messages from introductory chapter 4. Summary of how content of book relates to continuing Florence's legacy
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