“This book claims to be ‘like no other’ and that is so true. The editors and authors each add quality guidance around distributed leadership to readers, providing evidence-based examples, useful websites and key reading material to support and supplement the ideas being presented.” Bridie Kent, Professor in Leadership in Nursing, University of Plymouth, UK   “This book, thankfully, isn’t about self-defined heroic organizational leaders or power-hungry political leaders – it tells the stories of the people doing leadership every day in their work to make healthcare happen.” Scott Taylor, Business School Director of Admissions, University of Birmingham, UK   This innovative book brings together experts from health sciences, nursing, business and management backgrounds to provide a broad analysis of the growing field of distributed leadership.   The book offers health professionals practical guidance on applying distributed leadership, resulting in more effective forms of collaborative clinical teamwork and lasting improvements in care.    The text:  •Offers a comprehensive collection of perspectives, featuring chapters by expert clinical, nursing and management studies contributors •Synthesizes and explores recent developments in the leadership and distributed leadership research literature •Supports research and theory with examples of cases of effective distributed leadership in clinical practice, service quality, patient safety, leadership development, general nursing, midwifery education, oncology services, intellectual disability, evidence-based practice and organizational change and development •Provides an international focus, to encourage reflection on learning from experiences across Europe and beyond Distributed Leadership in Nursing and Healthcare is essential reading for health professionals, undergraduate and postgraduate students, and researchers working in the field of leadership.   Edited by: Elizabeth A. Curtis, Assistant Professor, Trinity College Dublin, Ireland Martin Beirne, Emeritus Professor of Management and Organisational Behaviour at the University of Glasgow, UK John G. Cullen, Associate Professor, Maynooth University, Ireland Ruth Northway, Professor of Learning Disability Nursing, University of South Wales, UK Siobhán M. Corrigan, Assistant Professor, Trinity College Dublin, Ireland

Table of Contents:
Chapter One - Introducing the Collection: A Leadership Book like No Other! Martin Beirne Chapter Two - Context and the Case for Reconceptualising Leadership in Healthcare Ruth Northway Chapter Three - Acknowledging and Nurturing Complementary Leadership Contributions Marie Elizabeth Ward and David Vaughan Chapter Four - What is Leadership About and What does it involve in Practice? Dr. John G. Cullen Chapter Five - Hybrids of Positional Authority, Personal Principles and Collective leadership Contributions Martin Beirne Chapter Six - Theorising Leadership Development: From Executive Solutions to More Active Cultivation of Contemporary Roles and Capabilities Vivienne Byers Chapter Seven - General nursing practice through the lens of Distributed Leadership: A case study Phil Halligan and Catherine Clune Mulvaney Chapter Eight - Distributed Leadership Practices and Interventions in Intellectual Disability Services  Fintan Sheerin Chapter Nine - Distributed Leadership Interventions at Advanced Clinical Practitioner Level Catherine Comiskey Chapter Ten - Enacting Distributed Leadership in Midwifery Practice Rhona O’Connell Chapter Eleven - Nobody in Charge: Really? David A. Buchanan Chapter Twelve - Workshop Formats for Enacting Distributed Leadership Practice Dr Vivienne Byers and Professor Ruth Northway Chapter Thirteen - Making Sense of Empirical Research on Distributed Leadership Tendencies Dr. John G. Cullen Chapter Fourteen - Towards a Sociology of Distributed Leadership: A Lesson from Higher Education Aidan Seery Chapter Fifteen - Synthesising Practical Insights and Empirical Data Siobhan Corrigan Chapter Sixteen - Nurturing, Implementing and Sustaining Distributed Leadership  Elizabeth A. Curtis Chapter Seventeen - Strategic, Regulating and Enabling Initiatives: Conducive Organisational Changes Patrick Gibbons and Ruifang Wang Chapter Eighteen - The Epilogue: Where are we now and what is to be done? Elizabeth A. Curtis, Martin Beirne, Siobhan Corrigan, John Cullen and Ruth Northway