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Cover -- Title Page -- Copyright Page -- Contents -- Preface -- Acknowledgements -- About the Authors -- About the Notes On… Series -- Chapter 1 Introduction -- 1.1 About This Book -- 1.2 Leadership and Management are Different! -- 1.3 The Difference -- 1.3.1 Management -- 1.3.2 Leadership -- 1.4 The Challenges Leaders and Managers Face -- 1.5 Summary -- Chapter 2 What Is This Leadership Thing? -- 2.1 Introduction -- 2.2 Defining Leadership -- 2.3 Definition of Nurse Leadership -- 2.4 Theories of Leadership -- 2.4.1 The Great Man Theory -- 2.4.2 The Heroic Leader -- 2.4.3 The Big Bang Theory -- 2.4.4 Trait Theory -- 2.4.5 Style Theory -- 2.4.6 Situational or Contingency Theory -- 2.4.7 Transformational Leadership Theory -- 2.4.8 Transactional Leadership Theory -- 2.4.9 Authentic/Breakthrough Leadership -- 2.4.10 Servant Leadership Theory -- 2.4.11 Shared/Collaborative Leadership -- 2.4.12 Compassionate Leadership -- 2.4.13 Congruent Leadership -- 2.4.14 Conscious Leadership -- 2.5 Summary -- Chapter 3 Characteristics of Effective Nurse Leaders -- 3.1 Introduction -- 3.2 Qualities of Effective Nurse Leaders -- 3.3 Hard Skills for Effective Nurse Leadership -- 3.3.1 Advanced Clinical Knowledge and Technical Skills -- 3.3.2 The Healthcare System, Advocacy and Policy -- 3.3.3 The Day-to-Day Clinical Activities of Your Role -- 3.3.4 Conflict Management, Networking and Negotiation -- 3.3.5 Finance, Business and Human Resource Management -- 3.3.6 Strategic Management -- 3.3.7 Political Awareness -- 3.3.8 Professional Development -- 3.4 Soft Skills for Effective Leadership -- 3.4.1 Sense of Teamwork and Collaboration -- 3.4.2 Creativity and Innovation -- 3.4.3 Dedication to Excellence -- 3.4.4 Create a Culture That Drives High Reliability and Quality -- 3.4.5 Being Approachable -- 3.4.6 Honesty and Integrity.

AbstractShared mental models are crucial for team functioning; however, little research to date has focussed on uncovering the predictors of shared mental models. The present study investigates the effect of role clarity on shared mental models by means of its indirect effects via team process. Two hundred and two undergraduate students participated in a dyadic firefighting simulation in which their role clarity, team process, and mental model similarity were measured. Analyses conducted at the dyadic level suggest that role clarity predicts mental model similarity via its effects on team process. Copyright © 2018 ASAC. Published by John Wiley & Sons, Ltd.

The introductory part of the Memoirs as printed here, is an abridgement . as it dealt at too great length with non-military incidents that do not come within the scope of this review. With the opening of the Civil War period the text will be given integrally.--Pub. note. ; Published in parts in Military historian and economist, a periodical which ran from Jan. 1916 to July 1918. ; Mode of access: Internet.