Learning to Lead in the Academic Medical Center : A Practical Guide
https://libcat.nshealth.ca/en/permalink/provcat39374
Jeffrey L. Houpt, Roderick W Gilkey, Susan H. Ehringhaus.
(1st ed.)
--Cham:
Springer
, c2015.
- Available Online
- View e-Book
- Location
- Online
This compelling title is a comprehensive, practical guide for current and aspiring leaders in academic medical centers (AMC). Offering both a broad overview of the dynamics of the AMC and a detailed "how-to" set of instructions for the wide-ranging situations that demand skilled leadership, this expertly designed volume is filled with meaningful examples and insights. Learning to Lead in the Academic Medical Center: A Practical Guide consists of five parts. The first three sections are narrativ…
- Available Online
- View e-Book
- Author
- Houpt, Jeffrey L
- Other Authors
- Gilkey, Roderick W
- Ehringhaus, Susan H
- Responsibility
- Jeffrey L. Houpt, Roderick W Gilkey, Susan H. Ehringhaus
- Edition
- 1st ed.
- Place of Publication
- Cham
- Publisher
- Springer
- Date of Publication
- c2015
- Physical Description
- 1 online resource (xxi, 219 p. : 1 illus. in color)
- ISBN
- 9783319212609
- 9783319212593 (print ed.)
- Subjects (MeSH)
- Academic Medical Centers - organization & administration
- Leadership
- Abstract
- This compelling title is a comprehensive, practical guide for current and aspiring leaders in academic medical centers (AMC). Offering both a broad overview of the dynamics of the AMC and a detailed "how-to" set of instructions for the wide-ranging situations that demand skilled leadership, this expertly designed volume is filled with meaningful examples and insights. Learning to Lead in the Academic Medical Center: A Practical Guide consists of five parts. The first three sections are narrative and intended to help the reader become a better leader. The first section looks at the AMC as a social system and emphasizes an understanding of group dynamics. The second section discusses the critical role of personality, while the third covers all the necessary leadership skill sets such as negotiation, persuasion, conflict resolution, running a meeting, and so on. The fourth section is a fascinating series of case vignettes to solve based on the material that preceded it. The final section provides a set of highly instructional solutions to those cases. An indispensable reference authored by three highly accomplished leaders in the field, Learning to Lead in the Academic Medical Center: A Practical Guide will be of great interest to all physicians and trainees who seek a comprehensive yet handy resource on the need-to-know basics of success in the AMC environment.
- Contents
- Part I. The Academic Medical Center (AMC): How It Really Works -- 1. The AMC: the Formal and Informal Organization -- 2. Culture Is King -- 3. Authority is Earned, not Bestowed -- Part II. The Role of Personality -- 4. Personality Traits and Leadership -- 5.Managing Personality Disorders in the Workplace -- 6.The Importance of Emotional Intelligence -- Part III. Essential Skills -- 7. Getting Started the Right Way -- 8. Negotiation -- 9. Recruitment: Negotiation in Action -- 10. Conflict Resolution: Making Friends with Conflict -- 11. Mastering the Art of Persuasion -- 12. Running a Meeting -- 13. Making Good Decisions -- 14. Stimulating Change without Enduring a Coup -- 15. A Final Word to Applicants and Search Committees: Picking the Right People for Leadership Roles the First Time -- Part IV. Cases For Discussion -- 16. Strategic Planning/Outside Consultants: Power and Authority, Vertical Hierarchies, and the Informal Organization -- 17. Dr. Newby: Change, Getting Started, and Your Baby Is Ugly -- 18. Dr. Worksalot: Personality and Getting Started -- 19. Negotiating for a Center Director -- 20. Dr. Un Settled: Negotiation and Middle Age Dysphoria -- 21. Dr. Green, Conflict Resolution, and Managing Up and Down -- 22. Drs. Rich and Pure: Conflict of Interest and Creating School Wide Policies -- 23. Budget Cuts and Managing Bad News and Incentivizing Faculty -- 24. A "No Brainer": Dr. Virtue Comes to State University Medical Center -- Part V. Teaching Materials -- 25. Strategic Planning/Outside Consultants: Power and Authority, Vertical Hierarchies, and the Informal Organization -- 26. Dr. Newby: Change, Getting Started, and Your Baby Is Ugly -- 27. Dr. Worksalot: Personality and Getting Started -- 28. Negotiating for a Center Director -- 29. Dr. Unsettled: Negotiation and Middle Age Dysphoria -- 30. Dr. Green, Conflict Resolution, and Managing Up and Down -- 31. Drs. Rich and Pure: Conflict of Interest and Creating School Wide Policies -- 32. Budget Cuts and Managing Bad News and Incentivizing Faculty -- 33. A "No Brainer": Dr. Virtue Comes to State University Medical Center -- Appendix A: Developmental Steps -- Appendix B: Questions on Interpersonal and Management Skills -- Appendix C: Annotated Bibliography.
- Format
- e-Book
- Location
- Online
