Essentials of Nursing Leadership and Management, 5th Edition

270 Index

Crisis management

avoidance of, 164

Critical pathways

in quality improvement, 137–139

sample, 140t–141t

Critical thinking

in effective leadership, 9f, 10

in quality improvement, 152

workplace climate and, 191

Crossing the Quality Chasm,135, 135b

Cultural diversity

in advance directive procedure, 32

as barrier to effective communication,

76

components of, 192–193

in ethical dilemma assessment, 50

health-care trends and, 132

as source of conflict, 93

workplace climate and, 192–193

Culture

organizational, 59–60

of safety, 147b, 147–148

D

Decisional activities

in effective management, 16f, 17

Decision making

in care delivery models, 127

delegation grid in, 121, 121b, 123f

empowerment through, 65

in ethical dilemmas, 50–51

matrix for staffing, 188, 188t

value of involvement in, 190–191

in work assignment guidelines,

262–266

Delegation

of client care, 115–129

barriers to, 125–126, 126t

criteria for, 121

models of care delivery in,

126–127

need for, 119

nursing process and, 118–119,

120f

principles of, 116–118, 117b

relationship-oriented concerns in,

124–125, 125b

safety and, 120–121, 121b, 122f,

123b

task-related concerns in, 121, 123f,

123–124

direct versusindirect, 117, 125, 126t

five rights of, 116–117, 117b

Nurse Practice Act definition of,

262

overview of, 116b, 116–118

supervision versus, 117

Democratic leadership style, 6, 6t

Demographics

health-care changes and, 132

Design flaws

resistance to change and, 105–106

Detachment

in burnout, 204

Detention

as false imprisonment, 25–26

Deutschman’s myths and stages of

changing behavior, 110, 111t

Devaluation reaction myth

of conflict resolution, 94

Diagnostic errors

patient safety and, 146b

Diagnostic-related groups

in client care economics, 144

Dignity

in code of ethics, 257

Dilemma

defined, 49

Direct channels

in effective communication, 75, 75t

Direct delegation

indirect versus, 117, 125, 126t

Direction setting

in leadership, 5

Directive leadership style, 6, 6t

in effective management, 17

Disagreement

in effective followership, 5

Disasters

readiness for, 189–190

Disconfirming of beliefs

resistance to change and, 107

Discussion leadership

in informal negotiations, 97, 97b

Disempowerment

contributors to, 65

Distributive justice

defined, 45

Do Not Resuscitate order

components of, 32b

ethical issues in, 47

legal issues in, 31–32

Documentation

in advance directive procedure, 32

of health-care provider contact, 80

lawsuit prevention and, 28b, 28–29,

29t–30t

of medical errors, 147

of practice situation, 262

of sexual harassment, 181

time management and, 159

Dominance

as organizational goal, 61

Drug use

as licensure violation, 36

workplace, 185–186

Durable power of attorney

legal issues in, 32–33

Duty of care

as component of negligence, 24

E

Economics

in care setting, 139

of client care, 132

in collective bargaining contracts, 98

in formal negotiations, 98

health-care system and, 143–146,

144f

of sexual harassment, 180

Education

in advance directive procedure, 32

employability and, 219

expertise enhanced by, 67–68, 68f

Henderson’s contribution to, 247–248

Montag’s contribution to, 246–247

Nightingale’s contribution to, 242

in résumé writing, 222, 224

of surgical patients, 81–82

workplace climate and, 191

Effective leadership

behaviors in, 9f, 10–11

qualities in, 8–10, 9f, 9t

Efficiency

in delegation, 123–124

in scientific management theories, 14

in time management, 164, 166

Elder abuse

as licensure violation, 36

Electronic health records

benefits of, 76, 76b

confidentiality and, 25, 46

in time management, 166

E–mail

in job search, 226, 231t

rules for, 76–77, 77b

Emotional intelligence

in leadership, 7

theory of, 7

Emotions

in ethical dilemmas, 48–51

in informal negotiations, 97, 97b

in resistance to change, 105

Employee development

in effective management, 16f, 17

feedback in, 82

Employee evaluation

in effective management, 16f, 17

performance appraisal in, 85–86

Employee wellness

in risk management, 143

Employer demand

nursing job growth and, 145

Empowerment

defined, 65

of nurses, 65–68

collective bargaining and, 67

contributors to, 65

decision making and, 66

emotional components of, 65

enhancing expertise and, 67–68, 68f

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