WHY HOSPITALS FAIL. BETWEEN THEORY AND PRACTICE

1. The Challenge of Context
2. Factors Affecting Failure
3. Assessing the Return on Investment (ROI) Through Appreciative Inquiry (AI) of Hospital Improvement Programmes
4. Effective Medical Leaders Achieving Transformational Change
5. A Critique of Conceptual Leadership Styles’
6. Effective Hospital Leadership: Theory and Practice
7. Effective Hospital Leadership: Quality Performance Evaluation
8. What Is a Team and Effective Team Working
9. Effective Team Working in Hospitals
10. What Is Change?
11. Why do People Resist Change?
12. Overcoming Resistance to Change: A Personal Perspective
13. Organisational Learning
14. Learning to Lead: Tools for Self Assessment of Leadership Skills and Styles
15. Strategic Management
16. Transformation, Efficiency and Effectiveness in Hospitals
17. ‘Clinicians Versus Clinicians Versus Managers’ or a New Patient Centred Culture That Eradicates ‘Them and Us’?

This book explores the current wider political, social and economic context of hospitals in the public and private sector globally and identifies the push and pull tension between the demands of the quality regulator and the requirements of health care commissioning processes.
This book draws on the evidence of what works to improve the quality of hospital services in the development of medical and clinical leadership models. The book seeks to develop a specific paradigm shift in understanding the development of medical leaders by promoting a culture of engagement through participation and one that is defined by the experiences of medical leaders.
The editors examine new and emergent models of leadership and their contribution to explain effective and sustainable change and suggest that theoretical models of leadership are often unable to explain many of the practice led challenges presented in hospitals.
It will be useful reading for specialists seeking to develop their own learning as a leader and who identify their learning needs.

Features
• Case studies will illustrate the specific patterns of leadership work through critical analysis
• Each chapter will have a summary of what is explored in the chapter
• This book allows the reader to derive their own organisational development model, tailored to meet the individual organisations requirements

Authors
• Prasad Godbole, Department of Paediatric Surgery, Sheffield Children's Foundation Trust.Mr Godbole is a Consultant Paediatric Urologist, and Clinical Director of the Division of Surgery and Critical Care.He is the medical Director of Pioneer Health Limited, an independent sector healthcare organisation in the UK.Mr Godbole also Chairs two not for profit charitable foundations in India: Prism Foundation, and Prasanna Autism Centre.
• Derek Burke, Department of Emergencvy Medicine, Sheffield Children's Foundation Trust.Prof. Burke is a Consultant in Paediatric Emergency Medicine; Medical Director and Respondible Officer at Sheffield Children's Hospital, as well as part of the Executive Board of the Hospital.Prof. Burke is Honorary Chair by Sheffield Hallam University for collaborative innovation and research since 2006.
• Dr Jill Aylott, PhD is Programme Director MBA Health, International Academy of Medical Leadership. Her clinical practice is in Autism.