Description
Full order description:
Dear Freelancer, please write the paper, 6 pages long, APA-style, using at least 6 academic sources besides the attached book. Have at least 3-4 in-text direct citations from the attached book inside the paper. Please follow the attached prompts. I will add an additional 12h once the order is picked up.
MAIN DETAILS:
· Introduction
· The Nurse Leader’s Role in System Evaluation
· Application to Professional Practice: System Evaluation
· The Nurse Leader’s Role in Policy Administration
· Application to Professional Practice: Board Membership
· Conclusion
Unformatted Attachment Preview
SIX TH EDITION
Quantum
Leadership
CREATING SUSTAINABLE VALUE IN HEALTH CARE
Nancy M. Albert
PhD, CCNS,
CHFN, CCRN, NEBC, FAHA, FCCM,
FHFSA, FAAN
Associate Chief
Nursing Officer
Research and
Innovation
Cleveland Clinic
Health System
Cleveland, Ohio
Clinical Nurse
Specialist
Kaufman Center for
Heart Failure
Heart, Vascular, and
Thoracic Institute
Cleveland Clinic
Cleveland, Ohio
Sharon H. Pappas,
PhD, RN,
NEA-BC, FAAN
Chief Nurse Executive
Emory Healthcare
Atlanta, Georgia
Clinical Professor
Nell Hodgson
Woodruff School of
Nursing
Emory University
Atlanta, Georgia
Tim PorterO’Grady, DM,
EdD, ScD, APRN,
FAAN
Senior Partner
Health Systems
TPOG, LLC
Atlanta, Georgia
Clinical Professor
Nell Hodgson
Woodruff School
of Nursing
Emory University
Atlanta, Georgia
Kathy Malloch,
PhD, MBA, RN,
FAAN
President
Kathy Malloch
Leadership
Systems, LLC
Glendale, Arizona
Clinical Professor
The Ohio State
University, College
of Nursing
Columbus, Ohio
Case studies prepared by
Jaynelle F. Stichler, DNS, RN, NEA-BCr, FACHE, FAAN
Founding Co-Editor Emerita, HERD Journal
Consultant, Caster Institute for Nursing Excellence,
Sharp HealthCare
San Diego, California
Professor Emerita, San Diego State University
San Diego, California
© Jones & Bartlett Learning, LLC. NOT FOR SALE OR DISTRIBUTION.
World Headquarters
Jones & Bartlett Learning
5 Wall Street
Burlington, MA 01803
978-443-5000
info@jblearning.com
www.jblearning.com
Jones & Bartlett Learning books and products are available through most bookstores and online booksellers. To contact Jones & Bartlett
Learning directly, call 800-832-0034, fax 978-443-8000, or visit our website, www.jblearning.com.
Substantial discounts on bulk quantities of Jones & Bartlett Learning publications are available to corporations, professional associations, and
other qualified organizations. For details and specific discount information, contact the special sales department at Jones & Bartlett Learning
via the above contact information or send an email to specialsales@jblearning.com.
Copyright © 2022 by Jones & Bartlett Learning, LLC, an Ascend Learning Company
All rights reserved. No part of the material protected by this copyright may be reproduced or utilized in any form, electronic or mechanical,
including photocopying, recording, or by any information storage and retrieval system, without written permission from the copyright owner.
The content, statements, views, and opinions herein are the sole expression of the respective authors and not that of Jones & Bartlett Learning,
LLC. Reference herein to any specific commercial product, process, or service by trade name, trademark, manufacturer, or otherwise does not
constitute or imply its endorsement or recommendation by Jones & Bartlett Learning, LLC and such reference shall not be used for advertising
or product endorsement purposes. All trademarks displayed are the trademarks of the parties noted herein. Quantum Leadership: Creating
Sustainable Value in Health Care, Sixth Edition is an independent publication and has not been authorized, sponsored, or otherwise approved
by the owners of the trademarks or service marks referenced in this product.
There may be images in this book that feature models; these models do not necessarily endorse, represent, or participate in the activities
represented in the images. Any screenshots in this product are for educational and instructive purposes only. Any individuals and scenarios
featured in the case studies throughout this product may be real or fictitious, but are used for instructional purposes only.
The authors, editor, and publisher have made every effort to provide accurate information. However, they are not responsible for errors,
omissions, or for any outcomes related to the use of the contents of this book and take no responsibility for the use of the products and procedures
described. Treatments and side effects described in this book may not be applicable to all people; likewise, some people may require a dose or
experience a side effect that is not described herein. Drugs and medical devices are discussed that may have limited availability controlled by the
Food and Drug Administration (FDA) for use only in a research study or clinical trial. Research, clinical practice, and government regulations
often change the accepted standard in this field. When consideration is being given to use of any drug in the clinical setting, the health care
provider or reader is responsible for determining FDA status of the drug, reading the package insert, and reviewing prescribing information
for the most up-to-date recommendations on dose, precautions, and contraindications, and determining the appropriate usage for the product.
This is especially important in the case of drugs that are new or seldom used.
21607-3
Production Credits
VP, Product Management: Amanda Martin
Director of Product Management: Matthew Kane
Product Manager: Tina Chen
Content Strategist: Christina Freitas
Manager, Project Management: Kristen Rogers
Project Specialist: Kelly Sylvester
Senior Digital Project Specialist: Angela Dooley
Senior Marketing Manager: Jennifer Scherzay
VP, Manufacturing and Inventory Control: Therese Connell
Product Fulfillment Manager: Wendy Kilborn
Composition: S4Carlisle Publishing Services
Cover Design: Michael O’Donnell
Senior Media Development Editor: Troy Liston
Rights & Permissions Manager: John Rusk
Cover Image (Title Page, Chapter Opener): © Pobytov/iStock/Getty
Images
Printing and Binding: Sheridan Books
Library of Congress Cataloging-in-Publication Data
Names: Albert, Nancy, author. | Pappas,
Sharon, author. | Porter-O’Grady, Timothy, author. | Malloch, Kathy, author.
Title: Quantum leadership : creating sustainable value in health care /
Nancy Albert, Sharon Pappas, Tim Porter-O’Grady, Kathy Malloch.
Description: Sixth edition. | Burlington, Massachusetts : Jones & Bartlett
Learning, [2022?] | Tim Porter-O’Grady’s name appears first in the
previous edition. | Includes bibliographical references and index.
Identifiers: LCCN 2020025768 | ISBN 9781284216073 (paperback)
Subjects: MESH: Leadership | Health Services Administration |
Organizational Innovation
Classification: LCC RA971 | NLM W 84.1 | DDC 362.1068–dc23
LC record available at https://lccn.loc.gov/2020025768
6048
Printed in the United States of America
24 23 22 21 20 10 9 8 7 6 5 4 3 2 1
© Jones & Bartlett Learning, LLC. NOT FOR SALE OR DISTRIBUTION.
C O N T E N T S
Preface. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . viii
Acknowledgments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xii
Case Study Instructions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xiv
Chapter One
A New Landscape for Leadership: Changing
the Health Script in an Age of Value. . . . . . . . . . . . . . . . . 1
Leading in a World of Constant Movement. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
Newton and Organizational Design . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
Leading in the Postdigital Age. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
Change Is. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
Postdigital Leadership. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
Endless Change. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
The Quantum Character of Leadership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
The Compression of Time Will Affect How Work Is Done. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35
Change and Effectiveness. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38
Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40
Chapter Two
Ten Complexity Principles for Leaders
Advancing Value in the Quantum Age . . . . . . . . . . . . 53
Chaos and Complexity and the Drive for Value . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56
Principle 1: Wholes Are Not Just the Sum of Their Parts. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59
Principle 2: All Health Care Is Local. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63
Principle 3: Value Is Now the Centerpiece of Service Delivery. . . . . . . . . . . . . . . . . . . . . . . . . . . . 66
Principle 4: Simple Systems Aggregate to Complex Systems. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 68
Principle 5: Diversity Is Essential to Life. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71
Principle 6: Error Is Essential to Success. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 72
Principle 7: Systems Thrive When All of Their Functions Intersect and Interact. . . . . . . . . . . . . 74
Principle 8: Equilibrium and Disequilibrium Are in Constant Tension . . . . . . . . . . . . . . . . . . . . 79
Principle 9: Change Is Generated from the Center Outward. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 82
Principle 10: Revolution Results from the Aggregation of Local Changes . . . . . . . . . . . . . . . . . . 85
Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 90
iii
© Jones & Bartlett Learning, LLC. NOT FOR SALE OR DISTRIBUTION.
Chapter Three
Innovation Leadership and Professional
Governance: Building the Structure for
Transformation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 105
Definitions and Concepts. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 107
Rationale for Healthcare Innovation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 108
Innovation Label Versus Innovation Role . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 115
Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 125
Chapter Four
Innovation and Opportunity: Leading Through
the White Water of Change. . . . . . . . . . . . . . . . . . . . . . 139
Driving the Culture of Innovation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 140
Equity and Partnership. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 142
Decisions and Structures. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 143
The Centrality of the Point-of-Service . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 147
Alignment, Not Motivation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 149
Creating Stakeholder Value . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 154
The Contextual/Strategic Role of the Board. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 155
The C-Suite and the Context for Innovation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 158
First-Line Leaders: The Catalyst for Innovation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 159
Creating a Context That Supports the Innovator. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 162
Innovation and the Membership Community. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 164
Balancing Innovation with Value. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 166
Differentiating Roles in Innovation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 167
Leadership and the Will to Innovate. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 170
Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 172
Chapter Five
From Evidence to Innovation: Measuring
the Foundations of Practice and Value . . . . . . . . . . . 187
Key Drivers for Change. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 188
A Very Complex System. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 193
Emergence and Uncertainty. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 194
New Healthcare Valuation Model. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 196
Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 207
Chapter Six
Diversity and Difference: Managing Conflict
in a Transdisciplinary Network. . . . . . . . . . . . . . . . . . . 217
Growth and Transformation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 220
Avoiding Unnecessary Conflict. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 222
Team-Based Conflict Issues. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 227
Identity-Based Conflicts. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 229
iv
Contents
© Jones & Bartlett Learning, LLC. NOT FOR SALE OR DISTRIBUTION.
Interest-Based Conflicts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 245
People and Behavior . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 257
Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 259
Chapter Seven
Leading Constant Movement: Transforming
Chaos and Crisis. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 271
Normative and Nonnormative Crisis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 272
The Leader’s Perception of Crisis. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 273
Understanding Crisis. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 274
Complexity and Technology. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 275
Complexity and Organizations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 276
Adaptive Capacity and Change . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 277
The Human Resources Focus. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 279
Adaptive Capacity in Human Organizations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 280
Strategic Crisis Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 282
Macro Considerations for Organizational Crisis. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 285
Synthesizing External and Internal Factors. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 287
Strategic Core. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 288
Team Performance. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 289
Team Outcomes. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 290
User Expectations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 292
The Partnership Team Process Factors. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 293
Impact on Outcomes. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 299
Internalization and Externalization. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 301
Ensuring a Strong Service Core. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 303
Crisis and Environmental Scanning. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 304
Crisis Preparedness. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 308
Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 308
Recovery/Salvage Stage. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 310
Adaptive Effectiveness. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 312
Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 315
Chapter Eight
The Focused Leader: Embracing Vulnerability,
Risk Taking, and the Potential to Succeed . . . . . . . . 325
Leadership Fitness in the New Millennium. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 326
Vulnerability. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 327
Power. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 328
The Cycle of Vulnerability. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 331
New Relationships. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 343
Complexity Communication. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 348
Collective Mindfulness. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 352
Contents
© Jones & Bartlett Learning, LLC. NOT FOR SALE OR DISTRIBUTION.
v
Strategies for Cultivating Leadership Vulnerability. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 353
Is There a Choice? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 357
Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 357
Chapter Nine
Transforming Error and Engaging Failure
Toward a Culture of Safety . . . . . . . . . . . . . . . . . . . . . . 371
Creating the Context for Safety. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 372
Just Culture. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 373
Learning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 375
Teamwork. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 376
Evidence-Based Practice. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 382
Patient-Centered Care. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 383
Leadership. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 383
Healthcare Leadership: Issues and Opportunities. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 385
Highly Reliable Organizations and Safety Culture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 404
Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 404
Chapter Ten
The Fully Engaged Leader: Demonstrating
Capacity to Sustain Relationships. . . . . . . . . . . . . . . . 417
Underpinnings of Emotional Competence . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 419
Nature of Emotional Competence. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 422
Emotional Risks of Leadership. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 433
Benefits of Emotional Competence in Health Care . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 434
Developing Emotional Competence. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 439
Emotionally Incompetent Behaviors. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 442
Team Emotional Competence . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 443
Connecting with Generations of Workers. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 446
Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 448
Chapter Eleven
Toxic Organizations and People: The Leader
as Transformer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 459
Cultures Depend on Healthy Individuals to Help Patients Heal. . . . . . . . . . . . . . . . . . . . . . . . . . 461
How Does Toxicity Develop?. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 462
How Leaders Shape Culture. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 463
Leadership Polarity Dominates. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 464
Millennial Nurses Crave Connection. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 464
Toxic Behaviors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 466
Ten Principles for Minimizing Toxic Behavior in Organizations. . . . . . . . . . . . . . . . . . . . . . . . . 480
Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 489
vi Contents
© Jones & Bartlett Learning, LLC. NOT FOR SALE OR DISTRIBUTION.
Chapter Twelve Coaching for Unending Change: Transforming
the Membership Community������������������������������������503
From Responsibility to Accountability. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 504
Transforming Work and the Transforming Worker. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 508
Evolution and Revolution. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 510
The Learning Organization. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 511
Organizing for Transformation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 516
Dealing with the Lack of Time. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 520
The Leader as Revolutionary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 524
Innovation Coaching. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 527
Making Integration Work. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 532
Addressing Problems Head On. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 534
Eliminating Firefighting Altogether . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 537
Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 540
Chapter Thirteen The Leader’s Courage to Be Willing:
Building a Context for Hope��������������������������������������551
A Context for Hope. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 552
Will. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 553
Strategies to Facilitate Willingness. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 561
Relighting the Lamp . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 574
Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 576
Chapter Fourteen Engaging the Spirit of Leadership:
Becoming a Living Leader�������������������������������������������587
Chaos and the Call to Leadership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 588
Self-Management and Creativity. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 591
Creativity and Innovation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 594
Exercising the Spirit. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 604
Spiritual Intelligence: 10 Mindful Rules of the Road . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 608
Becoming Self. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 613
Listening for the Sounds of Change . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 614
Finding Spirit in the Chaos. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 616
The Compensations of Ignorance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 617
Mystery . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 619
Synthesis and Synergy. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 620
Appendix: Quiz Answers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 631
Index. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 633
Contents
© Jones & Bartlett Learning, LLC. NOT FOR SALE OR DISTRIBUTION.
vii
P R E F A C E
When this text was first written in 2002, health care was on the verge of many shifts and
transformations. After years of preparing for major transformation in health care, we are
now experiencing multiple transformations that are reconfiguring our healthcare delivery
systems. Political transitions are reshaping healthcare reform. Other changes that are shifting
the very foundation of health care are the continual progression of information technology
used in community and individual prevention, assessment, management, and evaluation and
in healthcare provider and clinician work. The digital age has brought us artificial intelligence,
apps, and software that allow us to predict risk, prevent untold events, and plan care in ways we
could not imagine many years ago. Further, as the world changes, there is a need to explicitly
share and understand new notions of how to advance the work of organizations and people,
and to develop new patterns of behavior. Just like other segments of society, health care is going
through the drama and trauma of reconceptualizing its work and priorities to take into account
the new global reality, sustainable health reform, value-driven care, changing payment models,
and the advances in therapeutics and clinical technology. Multiple advances are already bearing
fruit and radically altering both quantity and quality of life. Changes yet to come will have an
even greater impact than did those that have already occurred. We hope this Sixth Edition has
kept up with recent changes and reflects the best thinking on the state of the art of contemporary
leadership. For healthcare leaders, transformational changes can help us work smarter, faster,
and with greater accuracy. We can monitor quality and safety more accurately, facilitate
and maintain a highly reliable culture, support the well-being of our clinicians, and develop
just-in-time solutions to work issues or needs.
As we update this Sixth Edition, we are still surprised and pleased that much of what is
included in this text remains relevant and essential to both guiding and thriving in the emerging
healthcare milieu. We are dedicated to ensuring that the most current and relevant information
is contained in this text, and we are committed to updating its contents every 2 years. Ultimately,
we strive to ensure that the most current and relevant insights related to “quantum leadership”
are contained within, in a way that helps prepare and inform contemporary leaders. As an
example, contemporary healthcare leaders are relying more and more on the ever-increasing
digitalization and mobility of health services, the increasing availability and complexity of “big
data,” and the growing utility that digitalization and big data have in informing healthcare
decisions and actions. Accountability for choice and proper action are coming to rest in the
hands of “users” of data. Healthcare leaders have the important job of enabling providers to
alter their practices to include use of connected technologies and preparing users to assume
accountability that is increasingly being appropriately transferred to them. Newer therapies
and technologies are making it necessary to build evidence regarding clinical work that
truly makes a difference in the lives of those we serve and in the health of our communities.
Leaders in all health settings must be grounded in evidence, and they have a central role in the
creat
