| Strategies Overview |
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1 | (2) |
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3 | (4) |
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4 | (1) |
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5 | (1) |
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5 | (1) |
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6 | (1) |
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6 | (1) |
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6 | (1) |
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6 | (1) |
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2 Legacy Leaders-Ship: The Model |
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7 | (8) |
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7 | (1) |
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What is the Legacy Leaders-Ship Model? |
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8 | (4) |
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How Was the LLT Model Devised? |
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12 | (1) |
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12 | (1) |
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The Legacy Leaders-Ship Trajectory Model |
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13 | (1) |
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14 | (1) |
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14 | (1) |
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14 | (1) |
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14 | (1) |
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14 | (1) |
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3 The Profession and Values |
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15 | (6) |
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15 | (1) |
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15 | (1) |
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16 | (3) |
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17 | (1) |
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18 | (1) |
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18 | (1) |
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18 | (1) |
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19 | (1) |
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The Integration/Interconnectedness of the 5 Cs |
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19 | (1) |
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Creating a Value Model in Tough Decision Situations |
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19 | (1) |
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20 | (1) |
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20 | (1) |
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20 | (1) |
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20 | (1) |
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21 | (6) |
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What Lifelong Learning Is |
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21 | (3) |
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Learning in an Organization |
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24 | (1) |
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Innovation in Lifelong Learning |
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24 | (1) |
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25 | (1) |
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26 | (1) |
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26 | (1) |
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26 | (1) |
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26 | (1) |
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27 | (8) |
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27 | (1) |
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28 | (3) |
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28 | (1) |
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28 | (1) |
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Singling Out Life's Sweet Moments |
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28 | (1) |
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Identifying Our Greatest Pains |
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28 | (1) |
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The Next Life-chapter Theme |
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28 | (3) |
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31 | (1) |
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Wanting to Get Up in the Morning |
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31 | (1) |
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31 | (1) |
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Communicating Your Interests to Others |
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31 | (1) |
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31 | (1) |
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31 | (2) |
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33 | (1) |
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33 | (1) |
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34 | (1) |
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34 | (1) |
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35 | (5) |
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35 | (1) |
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35 | (1) |
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35 | (3) |
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35 | (2) |
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37 | (1) |
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Using Self-Assessment Tools |
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38 | (1) |
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39 | (1) |
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39 | (1) |
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39 | (1) |
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39 | (1) |
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40 | (4) |
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The Evolution of Reflective Practice |
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40 | (1) |
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What Makes Leaders Reject Reflection |
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41 | (1) |
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41 | (1) |
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An Additional Approach to Reflection |
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42 | (1) |
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43 | (1) |
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43 | (1) |
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43 | (1) |
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43 | (1) |
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44 | (4) |
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44 | (1) |
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45 | (1) |
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45 | (2) |
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The Most Effective Conversion in Framing |
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47 | (1) |
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47 | (1) |
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47 | (1) |
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47 | (1) |
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47 | (1) |
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48 | (5) |
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48 | (3) |
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The Science of Influencing |
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51 | (1) |
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52 | (1) |
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52 | (1) |
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52 | (1) |
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52 | (1) |
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53 | (5) |
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53 | (1) |
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53 | (1) |
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53 | (1) |
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Why People Don't Speak Up |
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54 | (1) |
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Challenges When Nurses Advocate |
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55 | (1) |
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56 | (1) |
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56 | (1) |
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57 | (1) |
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57 | (1) |
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57 | (1) |
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58 | (6) |
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58 | (1) |
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59 | (1) |
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Philosophical Approach for Coaching |
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59 | (1) |
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The Importance of Listening |
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60 | (1) |
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The Importance of Questions |
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60 | (2) |
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The Importance of Feedback |
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62 | (1) |
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62 | (1) |
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63 | (1) |
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63 | (1) |
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63 | (1) |
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63 | (1) |
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64 | (6) |
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64 | (1) |
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Differentiating Mentoring and Coaching |
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65 | (1) |
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65 | (2) |
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67 | (1) |
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Phases of Mentoring Relationships |
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68 | (1) |
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Establishing Successful Mentoring Relationships |
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68 | (1) |
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68 | (1) |
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68 | (1) |
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69 | (1) |
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69 | (1) |
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70 | (4) |
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70 | (1) |
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71 | (1) |
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72 | (1) |
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73 | (1) |
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73 | (1) |
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73 | (1) |
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73 | (1) |
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74 | (6) |
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74 | (1) |
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Strategies for Retaining the Older Wisdom Worker |
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74 | (1) |
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75 | (1) |
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76 | (1) |
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76 | (1) |
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77 | (1) |
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77 | (1) |
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77 | (1) |
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77 | (2) |
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79 | (1) |
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80 | (5) |
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Nursing and Accountability |
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80 | (1) |
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The Professional Accountability Mindset |
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81 | (1) |
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Accountability Vs. Responsibility |
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81 | (2) |
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83 | (1) |
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83 | (1) |
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83 | (1) |
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84 | (1) |
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84 | (1) |
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85 | (5) |
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85 | (1) |
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86 | (1) |
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Balancing Agility with Consistency |
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87 | (1) |
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87 | (1) |
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88 | (1) |
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89 | (1) |
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89 | (1) |
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89 | (1) |
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89 | (1) |
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90 | (7) |
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General Observations About Attitude |
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90 | (1) |
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Stress and Negative Attitudes |
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91 | (1) |
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Psychological Aspects of Attitude and Behaviors |
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91 | (1) |
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91 | (1) |
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92 | (1) |
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93 | (1) |
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Reframing Negative to Positive |
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93 | (1) |
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Motivation to Reflect on Negativism? |
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94 | (2) |
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96 | (1) |
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96 | (1) |
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96 | (1) |
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96 | (1) |
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97 | (4) |
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What Does Authenticity in Leadership Look Like? |
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97 | (1) |
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97 | (1) |
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Authenticity as a Journey |
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98 | (1) |
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Establishing Enduring Relationships |
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99 | (1) |
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Vulnerability as a Part of Authenticity |
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99 | (1) |
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Authenticity in Health Care |
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99 | (1) |
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100 | (1) |
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100 | (1) |
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100 | (1) |
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100 | (1) |
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101 | (4) |
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101 | (1) |
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101 | (1) |
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Development of Cognitive Fitness |
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102 | (1) |
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102 | (1) |
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Developing Leadership Capacity in Teams and Organizations |
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102 | (1) |
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103 | (1) |
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103 | (1) |
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104 | (1) |
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104 | (1) |
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105 | (6) |
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105 | (1) |
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106 | (1) |
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106 | (1) |
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107 | (1) |
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Application of Courageous Leadership |
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108 | (1) |
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109 | (1) |
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110 | (1) |
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110 | (1) |
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110 | (1) |
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111 | (5) |
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111 | (1) |
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111 | (1) |
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Additional Thoughts About Creativity and Innovation |
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112 | (2) |
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Increasing Your Creativity and Innovation |
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114 | (1) |
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114 | (1) |
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115 | (1) |
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115 | (1) |
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115 | (1) |
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115 | (1) |
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116 | (5) |
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116 | (1) |
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What Does Integrity Look Like in Our Personal Lives? |
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116 | (1) |
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116 | (2) |
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What Is Integrity in the Workplace? |
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118 | (1) |
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When Integrity Is Missing |
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118 | (1) |
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How Do We Recoup from Mistakes with Integrity? |
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119 | (1) |
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119 | (1) |
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120 | (1) |
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120 | (1) |
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120 | (1) |
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121 | (4) |
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General (Intellectual) Intelligence |
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121 | (1) |
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Appreciative Intelligence |
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121 | (1) |
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122 | (2) |
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124 | (1) |
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124 | (1) |
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124 | (1) |
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124 | (1) |
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124 | (1) |
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125 | (3) |
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125 | (1) |
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Practical Uses of Mindfulness |
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125 | (1) |
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Meditation and Mindfulness |
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126 | (1) |
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127 | (1) |
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127 | (1) |
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127 | (1) |
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127 | (1) |
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128 | (4) |
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128 | (1) |
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128 | (2) |
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130 | (1) |
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131 | (1) |
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131 | (1) |
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131 | (1) |
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131 | (1) |
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132 | (4) |
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132 | (1) |
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How to Become More Resilient |
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133 | (1) |
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The Impact of Personal on Professional |
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134 | (1) |
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134 | (1) |
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135 | (1) |
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135 | (1) |
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135 | (1) |
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135 | (1) |
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136 | (4) |
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136 | (1) |
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Gender Differences in Risk-Taking |
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137 | (1) |
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Improving Your Risk-Taking Skills |
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137 | (1) |
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137 | (2) |
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139 | (1) |
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139 | (1) |
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139 | (1) |
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139 | (1) |
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140 | (5) |
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Spirituality and Religion: How They Are Different |
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140 | (1) |
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Spirituality Compared with Emotional Health |
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140 | (1) |
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What Makes Spirituality Important? |
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140 | (2) |
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Developing Spiritual Resources |
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142 | (1) |
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Spirituality and Leadership |
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143 | (1) |
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143 | (1) |
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143 | (1) |
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144 | (1) |
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144 | (1) |
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145 | (4) |
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145 | (1) |
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Deciding the Consequences of Timing |
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145 | (2) |
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Timing Implications for Leadership |
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147 | (1) |
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147 | (1) |
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148 | (1) |
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148 | (1) |
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148 | (1) |
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148 | (1) |
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149 | (4) |
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Why Do People Make Untruthful Statements? |
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149 | (1) |
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Examples of Dishonesty in Organizations |
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149 | (1) |
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Truthfulness: Its Impact on Relationships |
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150 | (1) |
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Truthfulness in Individual Relationships |
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150 | (1) |
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150 | (1) |
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151 | (1) |
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Truthfulness by an Organization |
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151 | (1) |
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152 | (1) |
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152 | (1) |
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152 | (1) |
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152 | (1) |
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152 | (1) |
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153 | (5) |
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153 | (1) |
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The Neuroscience of Trust |
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153 | (1) |
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154 | (1) |
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Application of the "The Characteristics of Trustworthiness" |
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155 | (1) |
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156 | (1) |
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156 | (1) |
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The Impact of Trust on Our Own Leadership Trajectory |
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156 | (1) |
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157 | (1) |
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157 | (1) |
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157 | (1) |
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157 | (1) |
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158 | (5) |
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158 | (1) |
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The Limits of Vulnerability |
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158 | (1) |
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The Myths of Vulnerability |
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159 | (1) |
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Myth #1 Vulnerability Is Weakness |
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159 | (1) |
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Myth #2 You Can Opt Out of Vulnerability |
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159 | (1) |
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Myth #3 Vulnerability Means Letting It All Hang Out |
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159 | (1) |
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Myth #4 I Can Go It Alone |
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159 | (1) |
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When Vulnerability Enters the Workplace |
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160 | (1) |
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160 | (1) |
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160 | (1) |
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160 | (1) |
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160 | (1) |
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161 | (2) |
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163 | (4) |
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163 | (1) |
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164 | (1) |
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The Individual Level of Alliances |
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164 | (1) |
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165 | (1) |
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166 | (1) |
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166 | (1) |
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166 | (1) |
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166 | (1) |
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167 | (6) |
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167 | (2) |
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Compensation for the Filters |
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169 | (1) |
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Effective Communication Skills |
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169 | (1) |
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Guidelines for Creating a Positive Communication Environment |
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169 | (1) |
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169 | (1) |
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170 | (1) |
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171 | (1) |
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172 | (1) |
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172 | (1) |
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172 | (1) |
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172 | (1) |
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172 | (1) |
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173 | (5) |
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Framework for Nurses' Contribution |
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173 | (1) |
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An Example of Being Present |
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174 | (1) |
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Documentation of Nurses' Impact on Health Care |
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175 | (1) |
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Nurses' Impact on Health Care Outcomes |
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175 | (1) |
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175 | (1) |
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Nursing Contributions at the Organizational Level |
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176 | (1) |
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176 | (1) |
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177 | (1) |
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177 | (1) |
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177 | (1) |
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178 | (6) |
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How Is Organizational Culture Created and Communicated? |
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178 | (1) |
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178 | (1) |
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How and Why Does Organizational Culture Change? |
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179 | (1) |
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180 | (1) |
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180 | (1) |
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What Creates a Toxic Culture? |
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181 | (1) |
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Toxic Cultures in Health Care |
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181 | (1) |
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182 | (1) |
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183 | (1) |
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183 | (1) |
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183 | (1) |
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183 | (1) |
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184 | (4) |
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184 | (1) |
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184 | (1) |
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An Example of Disengagement |
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185 | (1) |
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Engagement and the Leader |
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185 | (1) |
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185 | (1) |
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185 | (1) |
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185 | (1) |
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185 | (1) |
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186 | (1) |
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Effects of Engagement Surveys |
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187 | (1) |
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187 | (1) |
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187 | (1) |
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187 | (1) |
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187 | (1) |
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188 | (5) |
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188 | (1) |
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Components of a Governance Plan |
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188 | (3) |
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188 | (1) |
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189 | (1) |
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Accountability Framework for Executives |
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190 | (1) |
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191 | (1) |
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An Experience with Shared Governance |
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191 | (1) |
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192 | (1) |
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192 | (1) |
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192 | (1) |
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192 | (1) |
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193 | (5) |
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From Diversity and Inclusion to Belongingness |
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193 | (1) |
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194 | (2) |
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196 | (1) |
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197 | (1) |
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197 | (1) |
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197 | (1) |
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197 | (1) |
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198 | (5) |
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The Hard Work of Having Fun |
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198 | (1) |
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199 | (3) |
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202 | (1) |
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202 | (1) |
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202 | (1) |
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202 | (1) |
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203 | (6) |
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The Definition of Organizational Politics |
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203 | (1) |
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Social Power and Political Capital |
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203 | (2) |
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An Example of "Living" the Values and Mission of an Organization |
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205 | (1) |
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Sources of Political Power or Capital |
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205 | (1) |
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Strategies for Organizational Political Action |
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206 | (1) |
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207 | (1) |
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207 | (1) |
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208 | (1) |
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208 | (1) |
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209 | (6) |
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209 | (1) |
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The Deming Cycle (PDSA Cycle) |
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210 | (1) |
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210 | (1) |
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PDSA Cycle in Health Care |
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211 | (1) |
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Developing a New Initiative |
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211 | (1) |
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Will Processes Reduce Missteps and Failures? |
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212 | (1) |
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Preventing Problems Through the Use of Processes |
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213 | (1) |
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Are Processes Fool-Proof? |
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213 | (1) |
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213 | (1) |
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214 | (1) |
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214 | (1) |
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214 | (1) |
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215 | (5) |
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A Good Relationship Defined |
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215 | (1) |
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216 | (1) |
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The Foundation for Developing Relationships |
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217 | (1) |
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Common Beliefs and Values |
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217 | (1) |
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217 | (1) |
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217 | (1) |
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What Happens When No Common Goals, Values, and Interests Can Be Identified? |
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217 | (1) |
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Steps in Building Relationships |
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218 | (1) |
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Obstacles to Building Good Relationships |
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219 | (1) |
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219 | (1) |
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219 | (1) |
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219 | (1) |
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219 | (1) |
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220 | (5) |
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Strategy, Implementation, and Execution |
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220 | (1) |
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221 | (1) |
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221 | (1) |
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Developing Strategic Thinking |
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222 | (1) |
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223 | (1) |
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223 | (1) |
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224 | (1) |
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224 | (1) |
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224 | (1) |
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224 | (1) |
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225 | (4) |
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225 | (1) |
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225 | (1) |
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Organizational Structure and Motivation |
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226 | (1) |
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227 | (1) |
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227 | (1) |
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227 | (1) |
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Assessing the Organizational Structure |
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227 | (1) |
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227 | (1) |
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228 | (1) |
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228 | (1) |
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228 | (1) |
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229 | (5) |
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229 | (1) |
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Leaving a Position We Love |
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229 | (1) |
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229 | (1) |
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A Story of Being "Downsized" |
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230 | (1) |
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230 | (1) |
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Steps for Retirement Planning |
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231 | (1) |
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231 | (1) |
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Evidence on Successful Leadership Transitions |
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231 | (1) |
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Multigenerational Leadership |
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231 | (1) |
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232 | (1) |
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232 | (1) |
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233 | (1) |
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233 | (1) |
| Conclusion |
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234 | (2) |
| References |
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236 | |
