Leading interprofessional teams in health and social care / Vivien Martin and Anita Rogers.

Includes bibliographical references and index.

Part 1. Introduction--1. Leading interprofessional teams in health and social care--Part 2: Case studies--2. Virtual multidisciplinary team--Introduction--How the team works--Perspectives from the team--Strategic planner--Radiologist--Chemotherapy nurse--Consultant nurse--Macmillan nurse--Clinical trials nurse--Perspectives on change in health and social care--Perspectives on teamworking--Perspectives on leadership--Learning from this case study--3. Assertive outreach mental health team--Introducation--How the team works--Perspectives from the team--Team leader--Community psychiatric nurse--Healthcare assistant--Dual diagnosis nurse--Perspectives on change in health and social care--Perspectives on teamworking--Perspectives on leadership--Learning from this case study--4. Outpatients referral team:- Introduction--How the team works--Perspectives from the team--Outpatients manager--Chief officer of the community health council--General practitioner--Perspectives on change in health and social care--Perspectives on teamworking--Perspectives on leadership--Learning from this case study--5. Cancer collaborative network--Introduction--How the team works--Perspectives from the team--Newwork service improvement lead--Lead facilitator--Social service lead--Service manager for older people\'s services--Perspectives on change in heaalth and social care--Perspectives on teamworking--Perspectives on leadership--Learning from this case study--6. Reablement for homecare team--Introduction--How the team works--Perspectives from the team--Team leader--Team administrator--Social care assistant--Occupational therapist--Perspectives on change in health and social care--Perspectives on teamworking--Perspectives on leadership--Learning from this case study--Part 3: Theory and Practice--7. Theory and practice in experience of change--Why change?--Who and what is changing?--The emotional side of change--Leadership, management and change--8. A framework for understanding leadership--Being and doing and becoming a leader--The role of emotional intelligence--Leading transformation--Leading social process--9. Theory and practice in teamworking--Groups and teams--Defining interprofessional teams and the context --Developing effective teams--Maintaining the team.--10. Reflections and conclusions.

Nurses, social workers and other health and social care professionals, specialists and managers are included in case studies to demonstrate how leadership and teamworking roles can be taken in different ways and in different circumstances. The book also presents an analysis to discuss how readers might develop themselves.