Show simple item record

dc.contributor.authorAvery, Mark
dc.contributor.editorDay, GE
dc.contributor.editorLeggat, SG
dc.date.accessioned2018-05-11T00:24:24Z
dc.date.available2018-05-11T00:24:24Z
dc.date.issued2015
dc.identifier.isbn9781107486393
dc.identifier.urihttp://hdl.handle.net/10072/163835
dc.description.abstractEveryone creates influence during their lives. This may be consciously or unconsciously, through communication, actions or behaviours. A person can be influential through who they are or what they do, such as through their creativity, dependency, vulnerability, position and example. A critically important element of creating change, growth and renewal in health service organisations is the need for strong and effective leadership, of which influencing skills are an integral part. Healthcare organisations are complex entities with large numbers of internal and external stakeholders. Strategic influence is an important aspect of the leadership and management of these organisations, as leaders and managers rely on the ability to enhance the effectiveness of those working in all parts and levels of the organisations as well as those outside the organisations in the broader system. Healthcare managers can increase their impact and achievements through understanding and applying influence, and key aspects of healthcare leadership relate to the processes of influence. When they influence to achieve strategic outcomes, leaders and managers work within and across two important areas: transformational change and negotiation. Links between these are important in healthcare leadership and management, as organisational power and personal influence are seen to influence outcomes (Lankshear, Kerr, Spence Laschinger & Wong, 2013). This chapter explores the issues surrounding influence, particularly as it relates to leadership, management and organisations, as well as how a manager and leader can construct and develop influence to strategically affect projects, initiatives, teams, departments, facilities and organisations.
dc.description.peerreviewedYes
dc.languageEnglish
dc.language.isoeng
dc.publisherCambridge University Press
dc.publisher.placeAustralia
dc.publisher.urihttp://www.cambridge.org/gb/academic/subjects/medicine/nursing/leading-and-managing-health-services-australasian-perspective
dc.relation.ispartofbooktitleLeading and Managing Health Services: An Australasian Perspective
dc.relation.ispartofchapter14
dc.relation.ispartofpagefrom162
dc.relation.ispartofpageto170
dc.subject.fieldofresearchHealth care administration
dc.subject.fieldofresearchcode420306
dc.titleInfluencing strategically
dc.typeBook chapter
dc.type.descriptionB1 - Chapters
dc.type.codeB - Book Chapters
gro.facultyGriffith Health, School of Medicine
gro.hasfulltextNo Full Text
gro.griffith.authorAvery, Mark


Files in this item

FilesSizeFormatView

There are no files associated with this item.

This item appears in the following Collection(s)

  • Book chapters
    Contains book chapters authored by Griffith authors.

Show simple item record