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The New leadership Challenge: Creating the Future of Nursing (DavisPlus) 4th Edition
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Top Customer Reviews
". . . Many creative, motivated, and enthusiastic individuals thrive on chaos and are most successful in their personal and professional lives, despite the incredibly confusing climate in which they function. Hawking (1987) views this uncertainty as opening the way to randomness and unpredictability that are perceived by many as refreshing."
The authors, Sheila Grossman and Theresa Valiga have the unmitigated gal to cite Stephen Hawking in A Brief History of Time. I sure as heck do not recall reading any such drivel, paraphrased or otherwise, in that book. Grossman and Valiga list A Brief History of Time as published in 1987---it was not published until 1988!
In the opening paragraph of Grossman and Valiga's chapter six, a chapter dedicated to masculine vs feminine management styles (don't get me going on that topic--this book is a turd if ever I've been forced to read one) they carry their perplexing and misleading habit of plastering you with meaningless citations to a new all time low:
"Most studies about leaders and leadership focus on men and the male perspective. Although this information is valuable, and much of what we know about leadership--the need to have a vision, the reciprocal relationship between leaders and followers, the willingness to take risks and so on---has broad applicability, it still is rooted in a masculine framework. A growing body of literature, however, notes differences in the ways women lead (Austen, 2002; Babcock & Laschever, 2003; Felder, 1996; Gordon, 1991; Grunswald, 1992; Helgesen, 1990; Kaufman & Grace, 2011; Keohane, 2010; Klenke, 1996; Kram & Hampton, 1998; Lambert & Gardiner, 2009; Lipman-Blumen, 1992; Long, 1998; May, 2001; Melia & Lyttle, 1986; Paludi & Coates, 2011; Rosener, 1990; Salas-Lopez, Deitrick, Mahady, Gertner, & Sabino, 2011; Schein, 1989; Sylvia, Grund, Kimminau, Ahmed, Marr & Cooper, 2010; Yudd, 2010). Because most nurses are women, understanding gender perspectives in leadership is an essential area of exploration."
Now tell me what was the point of plastering those three sentences with 20 cites?
This book is a useless turkey that should not find its way into the classroom or boardroom. It buries the few good points it might have other wise made with ten chapters of drivel and the so called annotated is only a partial list of the references, so still no clue what these two are babbling about most of the time. Oh and most of the book's references are as old as I am.