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Pourquoi parler de leadership infirmier ?

Author

Listed:
  • Sylvie Deffayet- Davrout
  • Ingrid Choucrallah
  • Brigitte Feuillebois
  • Loïc Martin

    (CIRNEF - Centre Interdisciplinaire de Recherche Normand en Éducation et Formation - UNICAEN - Université de Caen Normandie - NU - Normandie Université - UNIROUEN - Université de Rouen Normandie - NU - Normandie Université - IRIHS - Institut de Recherche Interdisciplinaire Homme et Société - UNIROUEN - Université de Rouen Normandie - NU - Normandie Université, UNIROUEN UFR Santé - UNIROUEN - UFR Santé - UNIROUEN - Université de Rouen Normandie - NU - Normandie Université)

Abstract

A l'image des managers en entreprise, les infirmiers doivent développer un leadership transversal pour gérer des situations complexes, conduire le changement et former les talents de demain. 1/ La gestion agile des situations 2/ Le leadership transactionnel dans la supervision d'équipes 3/ La conduite du changement et l'innovation 4/ Le développement des talents et la formation continue Reconnaître la dimension managériale du leadership infirmier Lire ou écouter le document sur : https://www.hbrfrance.fr/leadership/pourquoi-parler-de-leadership-infirmier-60763

Suggested Citation

  • Sylvie Deffayet- Davrout & Ingrid Choucrallah & Brigitte Feuillebois & Loïc Martin, 2024. "Pourquoi parler de leadership infirmier ?," Post-Print hal-05035179, HAL.
    • Handle: RePEc:hal:journl:hal-05035179
    as

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