Contributors
Forewordby Deborah Zimmermann, DNP, RN, NEA-BC, FAAN; Erik Martin DNP, RN, CENP
Preface
SECTION I: INTRODUCTION
Chapter 1: Leading in Challenging Times
Chapter 2: Professionalism
Chapter 3: Nurse Manager and Leader Competencies
SECTION II: RELATIONAL LEADERSHIP IN PRACTICE
Chapter 4: The Importance of Relationships
Chapter 5: Emotional Intelligence
Chapter 6: Relationship Based Leadership Theories
Chapter 7: The Coaching and Mentoring Process
SECTION III: INNOVATIVE AND EXPANDING MODELS OF CARE DELIVERY
Chapter 8: Value Based Contracting
Chapter 9: Population and Community Health
Chapter 10: Telehealth
Chapter 11: Innovation
SECTION IV: ORGANIZATIONAL ANALYSIS
Chapter 12: Structures, Processes, and Organizational Goals
Chapter 13: Strategic Development and Planning
Chapter 14: System Perspectives for Organizations
SECTION V: ESSENTIAL MANAGEMENT ISSUES
Chapter 15: Quality and Safety
Chapter 16: Information Management/Big Data
Chapter 17: Human Resource Management
SECTION VI: HEALTHCARE FINANCE AND BUDGETING
Chapter 18: Macro Components of Healthcare Financing
Chapter 19: Developing Financial Acumen for Nurse Leaders
SECTION VII: GOVERNANCE
Chapter 20: Board Leadership and Responsibilities
Chapter 21: Relationships Between Board and Management
SECTION VIII: SPECIAL TOPICS
Chapter 22: Expected and Unexpected Transitions
Chapter 23: The Leader's Role in Philanthropy
SECTION IX: CASE STUDIES FOR NURSE MANAGERS AND EXECUTIVES
Comprehensive Case Study 1: Human-Centered Leadership
Comprehensive Case Study 2: Effective Mentoring through Relational Leadership
Comprehensive Case Study 3: Telehealth
Comprehensive Case Study 4: Nurse-led Innovation to Reduce Occupational Heat Stress of Operating Room Personnel
Comprehensive Case Study 5: Leadership to Drive Quality through Direct Care Nurse Feedback using an Electronic Health Record Dashboard
Comprehensive Case Study 6: Resiliency
Comprehensive Case Study 7: Main Hospital: Perioperative Transition Unit
Comprehensive Case Study 8: Finance
