Chapter 7: leading change

Bennett, Clare L. ORCID: https://orcid.org/0000-0002-5144-3894 and James, Alison H. ORCID: https://orcid.org/0000-0002-0965-3169 2022. Chapter 7: leading change. Stanley, David, James, Alison H. and Bennett, Clare L., eds. Clinical Leadership in Nursing and Healthcare, London: Wiley, pp. 157-182. (10.1002/9781119869375.ch7)

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Abstract

This chapter outlines why change is a key clinical leadership issue and offers healthcare professionals the tools to deal with or lead change successfully. Many healthcare professionals will recognise the undulations of the change process described in Leunig's poem in their working lives. Transformational change leads to the emergence of an entirely new way of doing things, which is often prompted by a shift in perceptions of what is considered possible or necessary and profoundly impacts the workplace culture and levels of performance. Effective communication, a good relationship and mutual trust are key to eliciting a positive response to new ways of thinking and working. Resistance to change has been defined as ‘a tridimensional attitude towards change, which includes affective, behavioural, and cognitive component’. Recognising that resistance may be prevalent and acknowledging the complexities of planning and implementing a programme of change is essential.

Item Type:	Book Section
Date Type:	Publication
Status:	Published
Schools:	Healthcare Sciences
Subjects:	R Medicine > RT Nursing
Publisher:	Wiley
ISBN:	9781119869375
Last Modified:	13 Jan 2023 02:23
URI:	https://orca.cardiff.ac.uk/id/eprint/153585

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