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Transformational Leadership in Nursing. From Expert Clinician to Influential Leader
Nurse Education in Practice 13 (2013) e34
Contents lists available at SciVerse ScienceDirect
Nurse Education in Practice journal homepage: www.elsevier.com/nepr
Book review Transformational Leadership in Nursing. From Expert Clinician to Influential Leader, Elaine Sorenson Marshall. Springer Publishing Company (2011). ISBN: 978-0-8261-0528-8 Leadership and healthcare management is a widely published topic, indeed as is nursing leadership; the key focus of this text. This text however, provides a refreshing look at nursing leadership, focused on transformational leadership to develop the influential nurse leader. The text is fluently written and well organized into four sections, with sections one, two and four containing 3 chapters each, with just 2 in section three. Section one, as one would expect in any good text on leadership, offers readers an introduction to the concept and theory of transformational leadership, examining the characteristics and habits of a transformational leader, concluding with a chapter on cultivating these habits. This final chapter shares excellent insights and innovative habits, including “Thinking as an entrepreneur” for both novice and even well seasoned transformational leaders to exercise in practice. Section two and three take the reader on a journey of exploration, examination and discussion on the complexities of healthcare systems, and the current challenges faced by leaders to redesign/re-model care delivery to meet with the mantra of patient-centered care. Whilst there are but a sample of complexities discussed, there are plentiful references to key literature on change theory and nursing models throughout. The author, in her discussion on the particular challenges faced by nurse leaders, addresses the current emphasis on patient safety and quality of care. The author argues for patient safety as the basic standard, with greater attention and influence by nurse leaders to move performance to higher levels of excellence and healing, thus far beyond safety. The integration of interdisciplinary models of care delivery, embracing technology, health informatics, and the view of the patient as a consumer integral to planning are all declared ways to lead and transform care to such higher levels
1471-5953/$ – see front matter http://dx.doi.org/10.1016/j.nepr.2013.05.004
of excellence. Whilst this is certainly worthy discussion, greater levels of detail immersed in practical examples would have provided greater depth, insight and indeed illustration, particularly for less experienced or novice transformational leaders in practice. The final section presents, what is often less well articulated in leadership texts, yet in the current context of healthcare delivery vital, an aptly entitled section on power, politics and policy. Whilst there is ample consideration of nurse leaders’ power to inform and transform national and international health policy, it is the chapter on economics and finance that is of significant interest and importance. Today’s nurse leaders are confronted with the necessity to interpret, interrogate and design financial business plans and budgets. This chapter provides essential information on financial terminology, business models, business planning, and the budgeting process, set within the context of the nurse leaders’ role. Whilst the information is presented in a simplified format, it nonetheless provides the fundamentals. In conclusion, I feel this book will appeal to a wider audience than as suggested by the author, as those students undertaking clinical doctorate programmes. On the contrary I consider it will appeal equally to those in current managerial and leadership educational programmes and roles, at front, middle and senior management levels, in addition to those in clinical specialist and advanced practice. Whilst the text is written from a US audience perspective, the information is applicable to an international audience. This text offers many “hidden gems” for novice to expert leaders, immersed firmly in practice, to either hear for the first time, or to re-invigorate and energise their leadership competence and skill to lead in transforming healthcare delivery. Philippa Ryan Withero Tallaght Hospital, Dublin, Ireland E-mail address: [email protected]
Contents lists available at SciVerse ScienceDirect
Nurse Education in Practice journal homepage: www.elsevier.com/nepr
Book review Transformational Leadership in Nursing. From Expert Clinician to Influential Leader, Elaine Sorenson Marshall. Springer Publishing Company (2011). ISBN: 978-0-8261-0528-8 Leadership and healthcare management is a widely published topic, indeed as is nursing leadership; the key focus of this text. This text however, provides a refreshing look at nursing leadership, focused on transformational leadership to develop the influential nurse leader. The text is fluently written and well organized into four sections, with sections one, two and four containing 3 chapters each, with just 2 in section three. Section one, as one would expect in any good text on leadership, offers readers an introduction to the concept and theory of transformational leadership, examining the characteristics and habits of a transformational leader, concluding with a chapter on cultivating these habits. This final chapter shares excellent insights and innovative habits, including “Thinking as an entrepreneur” for both novice and even well seasoned transformational leaders to exercise in practice. Section two and three take the reader on a journey of exploration, examination and discussion on the complexities of healthcare systems, and the current challenges faced by leaders to redesign/re-model care delivery to meet with the mantra of patient-centered care. Whilst there are but a sample of complexities discussed, there are plentiful references to key literature on change theory and nursing models throughout. The author, in her discussion on the particular challenges faced by nurse leaders, addresses the current emphasis on patient safety and quality of care. The author argues for patient safety as the basic standard, with greater attention and influence by nurse leaders to move performance to higher levels of excellence and healing, thus far beyond safety. The integration of interdisciplinary models of care delivery, embracing technology, health informatics, and the view of the patient as a consumer integral to planning are all declared ways to lead and transform care to such higher levels
1471-5953/$ – see front matter http://dx.doi.org/10.1016/j.nepr.2013.05.004
of excellence. Whilst this is certainly worthy discussion, greater levels of detail immersed in practical examples would have provided greater depth, insight and indeed illustration, particularly for less experienced or novice transformational leaders in practice. The final section presents, what is often less well articulated in leadership texts, yet in the current context of healthcare delivery vital, an aptly entitled section on power, politics and policy. Whilst there is ample consideration of nurse leaders’ power to inform and transform national and international health policy, it is the chapter on economics and finance that is of significant interest and importance. Today’s nurse leaders are confronted with the necessity to interpret, interrogate and design financial business plans and budgets. This chapter provides essential information on financial terminology, business models, business planning, and the budgeting process, set within the context of the nurse leaders’ role. Whilst the information is presented in a simplified format, it nonetheless provides the fundamentals. In conclusion, I feel this book will appeal to a wider audience than as suggested by the author, as those students undertaking clinical doctorate programmes. On the contrary I consider it will appeal equally to those in current managerial and leadership educational programmes and roles, at front, middle and senior management levels, in addition to those in clinical specialist and advanced practice. Whilst the text is written from a US audience perspective, the information is applicable to an international audience. This text offers many “hidden gems” for novice to expert leaders, immersed firmly in practice, to either hear for the first time, or to re-invigorate and energise their leadership competence and skill to lead in transforming healthcare delivery. Philippa Ryan Withero Tallaght Hospital, Dublin, Ireland E-mail address: [email protected]