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Clinical Leadership in Nursing and Healthcare 3rd edition [Mīkstie vāki]

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  • Formāts: Paperback / softback, 496 pages, height x width x depth: 244x172x25 mm, weight: 936 g
  • Izdošanas datums: 13-Oct-2022
  • Izdevniecība: Wiley-Blackwell
  • ISBN-10: 111986934X
  • ISBN-13: 9781119869344
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Clinical Leadership in Nursing and Healthcare 3rd editionPalielināt
  • Formāts: Paperback / softback, 496 pages, height x width x depth: 244x172x25 mm, weight: 936 g
  • Izdošanas datums: 13-Oct-2022
  • Izdevniecība: Wiley-Blackwell
  • ISBN-10: 111986934X
  • ISBN-13: 9781119869344
Citas grāmatas par šo tēmu:
Permanent link: https://www.kriso.lv/db/9781119869344.html
Keywords:
"Clinical Leadership in Nursing and Healthcare offers a range of tools and topics that support and foster clinically focused nurses and other healthcare professionals to develop their leadership skills and strategies. The textbook is helpfully divided into three parts: information on the attributes of clinical leaders, the tools healthcare students and staff can use to develop their leadership potential and clinical leadership issues. It also outlines a number of principles, frameworks, and topics that support nurses and healthcare professionals to develop and deliver effective clinical care as clinical leaders. Lastly, each chapter has a range of reflective questions and self-assessments to help consolidate learning. The newly revised 3rd edition has been updated in light of recent key changes in health service approaches to care and values. While it covers a wide spectrum of practical topics, Clinical Leadership in Nursing and Healthcare also includes information on: Theories of leadership and management, organisational culture, gender, generational issues and leaders, project management, quality initiatives, and working in teams Managing change, effective clinical decision making, how to network and delegate, how to deal with conflict, and implementing evidence-based practice Congruent leadership, the link between values and actions, authentic leadership, leaving behind control as an objective, and managing power Why decisions go wrong, techniques for developing creativity, barriers to creativity, conflict resolution and management, negotiation, self-talk, and leading in a crisis. With expert input from a diverse collection of experienced contributors, Clinical Leadership in Nursing and Healthcare is an invaluable resource for new leaders trying to establish themselves and existing leaders looking to perform at a higher level when it comes to quality and effective patient care"--

Clinical Leadership in Nursing and Healthcare offers a range of tools and topics that support and foster clinically focused nurses and other healthcare professionals to develop their leadership skills and strategies. The textbook is helpfully divided into three parts: information on the attributes of clinical leaders, the tools healthcare students and staff can use to develop their leadership potential and clinical leadership issues. It also outlines a number of principles, frameworks, and topics that support nurses and healthcare professionals to develop and deliver effective clinical care as clinical leaders. Lastly, each chapter has a range of reflective questions and self-assessments to help consolidate learning.

The newly revised 3rd edition has been updated in light of recent key changes in health service approaches to care and values. While it covers a wide spectrum of practical topics, Clinical Leadership in Nursing and Healthcare also includes information on:

  • Theories of leadership and management, organisational culture, gender, generational issues and leaders, project management, quality initiatives, and working in teams
  • Managing change, effective clinical decision making, how to network and delegate, how to deal with conflict, and implementing evidence-based practice
  • Congruent leadership, the link between values and actions, authentic leadership, leaving behind control as an objective, and managing power
  • Why decisions go wrong, techniques for developing creativity, barriers to creativity, conflict resolution and management, negotiation, self-talk, and leading in a crisis.

With expert input from a diverse collection of experienced contributors, Clinical Leadership in Nursing and Healthcare is an invaluable resource for new leaders trying to establish themselves and existing leaders looking to perform at a higher level when it comes to quality and effective patient care.

Notes on Contributors xvii
Preface xxi
Acknowledgements xxv
Part I Clinical Leaders: Role Models for Values-Based Leadership
1(136)
1 Clinical Leadership Explored
5(26)
David Stanley
Introduction
5(1)
Clinical Leadership: What Do We Know?
6(2)
Attributes Less Likely to Be Seen in Clinical Leaders
8(3)
Clinical Leaders Are Not Seen as Controlling
8(1)
Clinical Leaders Are Not Seen as Visionary
8(2)
Clinical Leaders Are Not Seen as `Shapers'
10(1)
Attributes More Likely to Be Seen in Clinical Leaders
11(5)
Clinical Competence/Clinical Knowledge
11(2)
Approachability
13(1)
Empowered/Motivator or Motivated
13(1)
Supportive
13(1)
Inspires Confidence
14(1)
Integrity/Honesty
14(1)
Role Model
14(1)
Effective Communicator
15(1)
Visible in Practice
15(1)
Copes Well with Change
16(1)
Other Attributes
16(1)
Values: The Glue that Binds
17(1)
Who Are the Clinical Leaders?
18(3)
Clinical Leadership Defined
21(1)
Why Clinical Leadership Now?
21(4)
A New Agenda
22(1)
Changing Care Contexts
22(1)
Change Equates to More Leadership
22(1)
More Emphasis on Quality
23(2)
Summary
25(1)
Mind Press-Ups
25(1)
References
26(5)
2 Leadership Theories and Styles
31(30)
David Stanley
Introduction: Leadership -- What Does It All Mean?
31(2)
Leadership Defined: The Blind Man's Elephant
33(3)
No One Way
36(1)
Leadership Theories and Styles
36(1)
The Great Man Theory: Born to Lead?
36(1)
The Heroic Leader: Great People Lead
37(1)
The Big Bang Theory: From Great Events, Great People Come
37(1)
Trait Theory: The Man, Not the Game
38(2)
Style Theory: It's How You Play the Game
40(2)
Situational or Contingency Theory: It's about Relationships
42(2)
Transformational Theory: Making Change Happen
44(2)
Transactional Theory: Running a Tight Ship
46(1)
Authentic/Breakthrough Leadership: True to Your Values
47(1)
Servant Leadership: A Follower at the Front
48(2)
Other Perspectives
50(1)
Shared Leadership/Collaborative Leadership
50(1)
Compassionate Leadership
50(1)
The Right Leader at the Right Time
51(3)
Summary
54(1)
Mind Press-Ups
54(1)
References
55(6)
3 Values-Based Leadership: Congruent Leadership
61(44)
David Stanley
Introduction: A New Theory
61(1)
Values-Based Leadership
62(1)
Values-Based Leadership Theories Applied in Healthcare
62(4)
Congruent Leadership: Another View
66(1)
It All Started with Clinical Leadership
66(13)
Congruent Leadership Theory Explored
79(1)
A Solid Foundation
80(2)
The Strengths of Congruent Leadership
82(3)
Grassroots Leaders
83(1)
Foundation for Other Theories
83(1)
Strong Link between Values and Actions
84(1)
Supports Further Understanding of Clinical Leadership
85(1)
Anyone Can Be a Congruent Leader
85(1)
The Limitations of Congruent Leadership
85(2)
New Theory
85(1)
Similar to Other Values-Based Leadership Theories
86(1)
Not Driven by a Focus on Change
86(1)
Not Suitable for Leaders with `Control' as an Objective
86(1)
Congruent Leadership, Change and Innovation
87(1)
Congruent Leadership and Power
88(3)
Congruent Leadership and Quality
91(5)
Summary
96(1)
Mind Press-Ups
97(1)
References
97(8)
4 Followership
105(14)
David Stanley
Introduction: From behind They Lead
105(1)
Defining Followership
106(1)
Followers' Responsibilities
106(4)
The Good Follower
110(3)
The Not-So-Good Follower
113(3)
Summary
116(1)
Mind Press-Ups
117(1)
References
117(2)
5 Leadership and Management
119(18)
Clare L. Bennett
Alison H. James
Introduction: Why Delineate?
119(1)
Who Should Take Centre Stage?
120(5)
Skills
123(2)
The Need for Education
125(2)
Toxic or Misunderstood?
127(1)
The Future
128(1)
A Culture Shift
129(2)
Summary
131(1)
Mind Press-Ups
132(1)
References
133(4)
Part II Clinical Leadership Tools: How to Influence Quality, Innovation and Change
137(218)
6 Organisational Culture and Clinical Leadership
139(18)
Sally Carvalho
David Stanley
Introduction: Values First
139(1)
What Is Organisational Culture?
139(3)
A Culture of Care and Compassion
142(2)
Culture and Leadership
144(2)
How Congruent Leaders Shape Culture
146(4)
Clinical Leadership, Education and Training
150(2)
Summary
152(1)
Mind Press-Ups
153(1)
References
153(4)
7 Leading Change
157(26)
Clare L. Bennett
Alison H. James
Introduction: Tools for Change
157(1)
All Change
158(1)
Transformational Change
159(1)
Approaches to Change
160(12)
SWOT Analysis
161(1)
Stakeholder Analysis
162(1)
Pettigrew's Model
163(1)
The Change Management Iceberg
164(1)
PEST or STEP
165(1)
Kotter's Eight-Stage Change Process
166(1)
Nominal Group Technique
166(1)
Process Re-Engineering
167(1)
Force-Field Analysis
168(1)
Restraining Forces
169(1)
Driving or Facilitating Forces
169(1)
How Do You Find Either Restraining or Facilitating Forces?
170(1)
Initiating, Envisioning, Playing, Sustaining: A Theoretical Synthesis for Change
171(1)
Beckhard and Harris's Change Equation
172(1)
People-Mover Change Model: Effectively Transforming an Organisation
172(1)
Instituting Organisational Change: An Examination of Environmental Influences
172(1)
Change Is Never Simple, Even with a Model
172(1)
Resistance to Change
173(3)
Self-Interest and Conflicting Agendas
173(1)
Increased Stress
173(1)
Uncertainty
174(1)
Diverging Points of View
174(1)
Ownership
174(1)
Recognising the Drivers
175(1)
Some People Just Do Not Like Change
175(1)
Recognising Denial and Allowing Time for Reflection
175(1)
Successfully Dealing with Change
176(3)
Summary
179(1)
Mind Press-Ups
180(1)
References
180(3)
8 Patient Safety and Clinical Decision Making
183(22)
Clare L. Bennett
Alison H. James
Introduction: A Choice
183(1)
Patient Harm
183(1)
What Is Patient Safety?
184(1)
Leadership and Patient Safety
185(1)
Clinical Decision Making and Patient Safety
186(2)
Terminology
188(1)
Decision-Making Approaches
188(2)
Theories of Clinical Decision Making
190(1)
Knowledge and Information
191(3)
Intuitive-Humanistic Model
191(1)
Systematic-Positivist, Hypothetico-Deductive and Technical Rational Models
192(1)
Integrated Patient-Centred Model
192(1)
IDEALS Model
193(1)
Managerial Decision-Making Process
193(1)
Clinical Leadership and Decisions
194(1)
Why Decisions Go Wrong
195(2)
Not Using the Decision-Making Framework
195(1)
Flawed Data
195(1)
Bias
195(1)
Seeking to Avoid Conflict or Change
196(1)
Ignorance
196(1)
Hindsight Bias
196(1)
Availability Heuristics
196(1)
Over-Confidence in Knowledge
196(1)
Haste
196(1)
How about Emotion?
197(1)
Group Decision Making
197(1)
Advantages of Group Decisions
198(1)
Disadvantages of Group Decisions
198(1)
Challenges
198(2)
Summary
200(1)
Mind Press-Ups
201(1)
References
201(4)
9 Creativity
205(22)
David Stanley
Introduction: A New Way Forward
205(1)
What Is Creativity?
206(3)
Building Creative Capacity
209(7)
Techniques for Developing Creativity
210(1)
Relax
211(1)
Keep a Notebook or Journal
211(1)
Journaling
211(1)
Record Your Ideas
211(1)
Do or Learn Something New Each Day
211(1)
Learn to Draw
211(1)
Become a Cartoonist
212(1)
Learn to Map Your Mind
212(1)
Try Associational Thinking
212(1)
Go for a Walk
212(1)
Adopt a Genius
212(1)
Open a Dictionary
213(1)
Study Books about Creative Thinking
213(1)
Flood Yourself with Information
213(1)
Attend Courses
213(1)
Listen to Baroque Music
213(1)
Face a New Fear Every Day
213(1)
Develop Your Imagination
213(1)
Leave Things Alone for a While
214(1)
Find a Creative Space
214(1)
Develop Your Sense of Humour
214(1)
Define Your Problem
215(1)
Know Yourself Well
215(1)
Use Guided Reflection
215(1)
Be Mindful
215(1)
Focus
215(1)
Do Not Be Afraid to Fail
215(1)
Develop Some Techniques for Creative Thinking
215(1)
Barriers to Creativity
216(3)
Organisational Barriers
217(1)
Competition
217(1)
Organisational Structure
217(1)
Being Too Busy to Address a Problem
217(1)
Too Hectic an Environment
217(1)
A Sterile Environment
217(1)
Poor or Harsh Feedback
218(1)
Rules
218(1)
Unrealistic Production Demands
218(1)
The Boss Is Always Right
218(1)
Poor Communication
218(1)
Personal Barriers
219(1)
Fear of Criticism/Fear of Failure
219(1)
Our Belief that We Are Not Creative
219(1)
Fear of Change
219(1)
Ego
219(1)
Beliefs and Values
219(1)
Lack of Confidence
219(1)
Stress
220(1)
Previous Negative Experiences with Risk
220(1)
Negative Self-Talk
220(1)
Routines
220(1)
Other Barriers
220(1)
Daily Distractions
220(1)
Not Having a Place to Go or Time to Get There
220(1)
Drugs
220(1)
Leadership and Creativity
221(3)
Summary
224(1)
Mind Press-Ups
224(1)
References
225(2)
10 Leading Teams
227(18)
Alison H. James
Clare L. Bennett
Introduction: Identifying Dynamics and Self-Role within Teams
227(1)
Do We Really Need Teams?
228(1)
Are We a Team or a Group?
229(1)
Established Teams
230(4)
High-Performance Teams
230(2)
OK or Functional Teams
232(1)
Struggling Teams
232(1)
`Teaming' for Healthcare
233(1)
Creating Powerful and Positive Teams
234(3)
Psychological Safety
236(1)
Team Building
236(1)
Team Roles
237(2)
Leadership and Teams
239(2)
Summary
241(1)
Mind Press-Ups
241(1)
References
242(3)
11 Networking and Delegation
245(16)
Tracey Coventry
Introduction: Strength in Numbers
245(1)
Networking
245(7)
The Skills of Networking
246(1)
Get Yourself Known
247(1)
Volunteer
247(1)
Join a Professional Organisation
247(1)
Look Beyond Your Own Organisation
247(1)
Be Professionally Committed and Have Clear Messages
247(1)
Join Professional Discussion Groups
248(1)
Use Social Networks
248(1)
Engage with Professional Development
248(1)
Go to Conferences
248(1)
Mentor Others or Be Mentored
249(1)
Travel (for Professional Reasons)
249(1)
Develop a Clinical Supervision Process
249(1)
Expand Your Informal `Coffee' Network
249(1)
Publish
250(1)
Other Ideas
250(1)
Networking Through Social Media
250(1)
Networking Tips
251(1)
Delegation
252(6)
Effective Delegation
253(2)
Common Mistakes in Delegation
255(1)
Under-Delegation
255(1)
Over-Delegation
255(1)
Inappropriate Delegation
255(1)
Failing to Provide Sufficient Supervision
256(1)
Resistance to Delegation
256(1)
Delegation and Clinical Leadership
256(2)
Summary
258(1)
Mind Press-Ups
259(1)
References
260(1)
12 Dealing with Conflict
261(26)
Kylie Russell
Introduction: Collaboration or Clash
261(1)
Past Conflict
262(1)
Influencing Factors
262(1)
Conflict Styles
263(3)
Conflict at Work
266(1)
Conflict Resolution
267(1)
Responding to Conflict
268(2)
Conflict Management and Clinical Leaders
270(1)
Building Bridges: Negotiation and Mediation
271(1)
Pre-Negotiation Phase
271(1)
Negotiation Phase
271(1)
Post-Negotiation Phase
272(1)
Non-Productive Behaviour
273(2)
Negativity
273(1)
Being Talkative
273(1)
Attention Seeking
273(1)
Arrogance
273(1)
Arguing
274(1)
Withdrawing
274(1)
Aggression
274(1)
Complaining
274(1)
Active Listening
275(1)
Self-Talk
276(1)
I-Messages
277(1)
Communication Styles
278(1)
Mindful Communication
279(1)
Assertive Communication
279(1)
Communication Tools
279(1)
CUS/S
280(1)
CUS
280(1)
PACE
280(1)
Benefits of Conflict Management
280(2)
Summary
282(1)
Mind Press-Ups
283(1)
References
284(3)
13 Motivation and Inspiration
287(16)
David Stanley
Introduction: Inspiring Others
287(1)
What Is Motivation?
288(1)
Models and Theories of Motivation
288(2)
Maslow's Hierarchy of Needs
288(2)
Expectancy Theory
290(1)
Job Characteristics Model
290(1)
How to Motivate Others
290(3)
Signs that People Are Demotivated
293(1)
The Motivational Power of Failure
294(2)
Inspiration
296(2)
Summary
298(1)
Mind Press-Ups
299(1)
References
300(3)
14 Creating a Spirit of Enquiry (Enhancing Research)
303(20)
Judith Anderson
Sarah Dineen-Griffin
David Stanley
Introduction: Is the Spirit with You?
303(1)
Two Keys
303(1)
Evidence-Based Practice
304(2)
How to Create a Spirit of Enquiry
306(3)
Being Involved in Research
306(1)
Role Modelling Use of EBP
306(1)
Mentorship
307(1)
Understanding the Value of a Nexus
307(1)
Encouraging Quality Improvement Initiatives
307(1)
Fostering Innovation
307(1)
Rewards
308(1)
Professional Development Opportunities
308(1)
Collaboration
308(1)
Journal Clubs
309(1)
Making It Relevant to Practice
309(1)
Benefits of Evidence-Based Practice and a Spirit of Enquiry for Health Professionals
309(1)
Barriers to the Development of a Spirit of Enquiry and the Use of Evidence-Based Practice
310(1)
Applying Evidence-Based Practice
311(1)
Strategies for Breaching the Evidence/Practice Nexus
312(3)
Diffusion: A Simple Form of Nexus Development
314(1)
Dissemination: More Involved with Wider Nexus Results
314(1)
Implementation: Key Nexus Activity Integration
314(1)
What Can Clinical Leaders Do to Promote Evidence-Based Practice and a Spirit of Enquiry?
315(3)
Summary
318(1)
Mind Press-Ups
318(1)
References
319(4)
15 Reflection and Emotional Intelligence
323(14)
David Stanley
Introduction: The Noblest Way to Wisdom
323(1)
What Is Reflection?
323(6)
Reflection and Learning
324(1)
Benefits of Reflection for Clinical Leaders
324(1)
Better Self-Knowledge/Increased Self-Awareness
325(1)
Identification of Your Values
325(1)
Connection to Caring
325(1)
More Effective Working Relationships/Stronger Teams
325(1)
Empowerment
325(1)
Learning from Mistakes
326(1)
Models to Support Reflection
326(1)
Using Reflective Models
327(1)
Approaches to Reflection
327(2)
What Is Emotional Intelligence?
329(2)
The Five Building Blocks of Emotional Intelligence
329(2)
Reflection on Reflection and Emotional Intelligence
331(2)
Summary
333(1)
Mind Press-Ups
333(1)
References
334(3)
16 Quality Improvement
337(18)
Clare L. Bennett
Alison H. James
Introduction: What Does Good Quality Healthcare Look Like?
337(1)
Systems Thinking
338(2)
The Quality Cycle -- A Quality Management System
340(3)
Quality Initiative Stories
343(1)
Project Management
344(1)
Project Management Explored
345(1)
What Is a Project?
345(1)
What Is Project Management?
345(1)
What Is the Role of a Project Manager?
346(1)
How Is Project Management Structured?
346(3)
Phase 1 The Initial Phase
347(1)
Project Management Team
347(1)
Time, Money and Scope
347(1)
Charter
347(1)
Scope Statement
347(1)
Phase 2 The Intermediate Phase
348(1)
Planning the Project
348(1)
Baseline
348(1)
Progress or Executing the Project
349(1)
Acceptance or Controlling the Project
349(1)
Phase 3 The Final Phase
349(1)
Closure of the Project
349(1)
Key Issues
349(1)
The Components of Project Management
350(1)
Final Project Management Issues
350(1)
Implications for Clinical Leaders
350(2)
Summary
352(1)
Mind Press-Ups
352(1)
References
353(2)
Part III Clinical Leadership Issues: The Context of Values-Based Leadership
355(96)
17 Gender, Generational Groups and Leadership
357(28)
Julie Reis
Denise Blanchard
Introduction: The Impact of Gender and Generations
357(2)
Is There a Difference?
357(1)
The Case for a Difference
358(1)
The Case for No Difference
359(1)
Challenges for Women in Leadership
360(3)
The Causes of Gender Differences in Leadership
362(1)
Personal Differences
362(1)
Professional Differences
363(1)
Potential Barriers that Female Leaders Face
364(3)
Recommendations and Strategies to Address Gender Differences Manage Gender Bias
367(2)
Gender and Congruent Leadership
369(1)
Generational Differences and Leadership
369(7)
Builders
370(1)
Baby Boomers
370(1)
Generation X
370(1)
Generation Y
370(1)
Generation Z
371(1)
Generation Alpha
371(5)
Summary
376(1)
Mind Press-Ups
376(1)
References
377(8)
18 Power, Politics and Leadership
385(18)
Alison H. James
Clare L. Bennett
Introduction: Power and Politics
385(1)
A Beginning
386(1)
Professional Power
386(1)
Power Base
387(1)
Powerlessness and Abuse
388(1)
Influencing Styles
389(3)
Critical Social Theory
392(2)
Healthcare and Politics
394(2)
Practical Politics
396(2)
Dealing with the Media
396(1)
Becoming Politically Active
397(1)
It's How You Use It!
398(1)
Summary
399(1)
Mind Press-Ups
400(1)
References
400(3)
19 From Empowerment to Emancipation - Developing Self-Leadership
403(18)
Alison H. James
Clare L. Bennett
Introduction: Elevating Your Voice
403(1)
Defining Empowerment
404(6)
The First Perspective: Empowerment as a Tool
405(1)
The Second Perspective: Empower Walking
406(4)
Oppression: Bridging the Power Divide
410(2)
Liberated Leaders or Co-Oppressors?
412(2)
How Can Oppressed Groups Liberate Themselves?
414(2)
Summary
416(1)
Mind Press-Ups
417(1)
References
418(3)
20 Leading Through a Crisis
421(18)
Alison H. James
Clare L. Bennett
Introduction
421(1)
Defining Crisis
422(2)
Flexibility, Innovation and Resilience
424(1)
Lessons Learnt for the Long Term
425(1)
Maintaining Compassion and Empathy in Leadership
426(2)
Considering the Emotions of the Experience
428(1)
Leading for Self-Care and Well-being
428(1)
Stories of the Crisis
429(4)
Summary
433(1)
Mind Press-Ups
433(1)
References
434(5)
21 Clinical (Values-Based/Congruent) Leaders
439(12)
David Stanley
Introduction: Clinical Heroes
439(1)
Many Marys
440(2)
Values-Based or Congruent Leaders beyond the Ward
442(1)
The First Step: Finding Your True Voice
443(1)
Innovation, Change and Quality
444(1)
Two Final Examples of Values-Based/Congruent Leaders
445(2)
Mother Teresa
445(1)
Tank Man
446(1)
Conclusion
447(1)
Summary
447(1)
References
448(3)
Index 451
Dr David Stanley, RN, RM, Gerontic Cert, Grad Cert HPE, Dip HE (Nursing), BN, MSc (Health Sciences), TF, NursD. David is a Registered Nurse and Midwife. He began his nursing career in the 1980s and his interest in clinically focused leadership came about because he was once a Nurse Practitioner. David was formerly an Adjunct Professor at Charles Sturt University and a Research Mentor at Fijis National University. He retains his passion for the development of empowered nurse leaders and frontline health professionals with a focus on high quality clinical care.

Dr Clare L. Bennett, D.Nurs, SFHEA, PGCE, MSc, BSc (Hons), Dip.N, RGN. Clare is a Registered Nurse with a background in Sexual Health, Immunology, HIV and Infectious Diseases. She is a Doctor of Nursing and is currently a Senior Lecturer at Cardiff University. She has taught Leadership, Quality Improvement and Patient Safety on undergraduate and postgraduate programmes for nurses and allied health professionals for over two decades. Clare is also an honorary lecturer at the University of Freiburg, Germany, where she teaches clinical leadership in the context of advancing clinical practice. Clare is Co-Director of the Wales Centre for Evidence Based Care and teaches and coaches in the field of evidence development and implementation.

Dr Alison H. James, DAHP, SFHEA, PGCE, MA, BA (Hons), Dip Critical Care, RGN, BA. Alison is a Registered Nurse and Doctor of Advanced Healthcare Practice with a background in Neurosciences, Critical Care, Osteoporosis and Knowledge Transfer in health and social care. She is a Senior Lecturer at the School of Healthcare Sciences at Cardiff University in Wales, UK. Alison teaches Leadership and Quality Improvement on programmes across the nursing and allied health programmes at undergraduate and postgraduate level and is a coach and mentor for student leadership in the UK. Alisons research is focused on leadership development in the healthcare workforce and education, how this impacts delivery and quality of patient care and influences cultures within healthcare environments.