Chapter 1

Requires leaders to expand and respond to engaging dynamic change and focus on relationships rather than on prescribing and approaching change as a lock-step, pre-prescribed method. Traditional organizational hierarchy plays a less significant role as the “keeper of high level knowledge” and replaces it with the idea that knowledge applied to complex problems is better distributed among the human assets within an organization, without regard to hierarchy. Leaders try less to control the future and spend more time influencing, innovating, and responding to the many factors that influence health care.

Monitoring emotions in a situation to guide actions and inform thought processes.

The desired future state

Those with whom a leader interacts; involves assertive use of personal behaviors in contributing toward organizational outcomes while still acquiescing certain tasks to the leader or other team members.

The use of personal traits to constructively and ethically influence patients, families, and staff through a process in which clinical and organizational outcomes are achieved through collective efforts

A distinction granted by the American Nurses Credentialing Center for quality nursing services 

The activities needed to plan, organize, motivate, and control the human and material resources needed to achieve outcomes consistent with the organization's mission and purpose 

The theory related to the activities described in Management.

The instigation of action based on various factors, both intrinsic and extrinsic 

The desired sequence of steps that have been designed to achieve clinical standardization. 

The use of technology and other mechanisms to create a web of relationships with common involvement in an area of focus or concern.

An implied, unspoken knowledge

Inner forces that influence decision making and priority setting.