Abstract
The ideal to be aimed at in the leadership of, and by, nurses must take account of the ways in which nursing differs from other occupations in the NHS or in private health care. It must take account, too, of what should be supported and maintained and what it is desirable to try to change. The word ‘leadership’ is used in this chapter as it is described in Chapter 1, so is wider than merely professional leadership. It embraces leadership at all levels, whether by nurses or by general managers.
‘listening (especially to those at the front) remains the truest signal that “I take you seriously”’. (Tom Peters)1
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Notes and References
Tom Peters, Thriving on Chaos: Handbook for a Management Revolution (London: Macmillan, 1987).
D. Jones and C. Crossley-Holland, ‘Matus I The Role of the Nursing Officer’ (DHSS, 1981) showed that nursing officers did not regard the introduction or demonstration of new practices as applying to their jobs.
Rosemary Stewart, Peter Smith, Jenny Blake and Pauline Wingate, ‘The District Administrator in the National Health Service’ (King Edward’s Hospital Fund for London, 1980).
Philip Strong and Jane Robinson, ‘New Model Management: Griffiths and the NHS’, Nursing Policy Studies Centre, University of Warwick (July 1988) p. 161.
R. Hutt, et al., ‘The Manpower Implications of Possible Changes in the Basic Nurse Training’ (RCN Commission on Nurse Education, 1985).
R. Hutt, et al., ‘Attitudes, Jobs and Mobility of Qualified Nurses’ (Brighton, Institute of Manpower Studies Report, 130, 1987).
P. Owens and H. Glennerster, ‘The Nursing Management Functions after Griffiths: A second interim report 1986–7’ (London School of Economics and Political Science and North West Thames Regional Health Authority, 1987) p. 28.
H. Koontz and C. O’Donnell, Principles of Management: An Analysis of Management Functions, 6th edn (New York: McGraw-Hill; Kogakusha: International Student edn, 1976) p. 346.
e.g. Goldstone, ‘A Pointer to Quality — Monitor’, Nursing Times (5 November, 1986) pp. 38–9; A. L. Kitson, ‘Indicators of Quality in Nursing Care: an alternative approach’, Journal of Advanced Nursing, II (1986) pp. 133–44; A. Pearson, ‘The Burford Experience’, Nursing Mirror (12 December, 1984);
C. Wilson, Hospital Medical Assurance (Meditech, 1987);
S. Wright, ‘Patient-centred practice’, Nursing Times, (1987) Vol. 83, No. 38, pp. 24–7.
P. J. Hibbs, ‘Pressure Area Care for the City and Hackney Health Authority’ (City and Hackney Health Authority, 1988) p. 3.
C. McLoughlin, ‘Managing Change’, paper for a RGM/DGM meeting, 3 December 1987.
R. W. Revans, Action Learning in Hospitals: Diagnosis and Therapy (London: McGraw-Hill, 1974). Part 1 of the book was published in 1964 as Standards of Morale.
J. A. Ball, L. A. Goldstone and M. M. Collier, ‘Criteria for Care: The Manual of the North West Staffing Levels Project’ (Newcastle-upon-Tyne, Polytechnic Products, 1984); W. A. Telford, ‘Determining Nurse Establishment’, Health Services Manpower Review, 5 (November 1979).
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© 1989 Rosemary Stewart
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Stewart, R. (1989). Leadership and Nurses. In: Leading in the NHS. Palgrave, London. https://doi.org/10.1007/978-1-349-19934-1_3
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DOI: https://doi.org/10.1007/978-1-349-19934-1_3
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