Learning to Lead in the Academic Medical Center (eBook)

A Practical Guide

Jeffrey L. Houpt, Roderick W Gilkey, Susan H. Ehringhaus (Autoren)

eBook Download: PDF

2015 | 1. Auflage
XXI, 219 Seiten
Springer-Verlag
978-3-319-21260-9 (ISBN)

Infos

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.

Jeffrey L. Houpt, MD

Dean Emeritus, University of North Carolina School of Medicine

CEO, Emeritus, University of North Carolina Health Care System

Chapel Hill, NC

Roderick W. Gilkey, Ph.D.

Professor, Practice of Organization & Management

Department of Organization and Management,

Goizueta Business School: Psychiatry and Behavioral Sciences

Emory School of Medicine

Atlanta, GA

Susan H. Ehringhaus, JD

Senior Manager, Office for Interactions with Industry

Partners Healthcare

Boston, MA

Inhalt

LEARNING TO LEAD IN THE ACADEMIC MEDICAL CENTER: A PRACTICAL GUIDETable of ContentsAbout the AuthorsForward: Steven A. Wartman, MD, PhD, MACPIntroductionPart I. The Academic Medical Center (AMC): How It Really WorksChapter 1. The AMC: the Formal and Informal OrganizationChapter 2. Culture Is KingChapter 3. Authority is Earned, not BestowedPart II. The Role of PersonalityChapter 4. Personality Traits and Leadership Chapter 5.Managing Personality Disorders in the WorkplaceChapter 6.The Importance of Emotional IntelligencePart III. Essential SkillsChapter 7. Getting Started the Right WayChapter 8. NegotiationChapter 9. Recruitment: Negotiation in Action  Chapter 10. Conflict Resolution: Making Friends with ConflictChapter 11. Mastering the Art of PersuasionChapter 12. Running a MeetingChapter 13. Making Good DecisionsChapter 14. Stimulating Change without Enduring a CoupChapter 15. A Final Word to Applicants and Search Committees: Picking the Right People for Leadership Roles the First Time Part IV. Cases For DiscussionChapter 16. Strategic Planning/Outside Consultants: Power and Authority, Vertical Hierarchies, and the Informal OrganizationChapter 17. Dr. Newby: Change, Getting Started, and Your Baby Is UglyChapter 18. Dr. Worksalot: Personality and Getting StartedChapter 19. Negotiating for a Center DirectorChapter 20. Dr. Un Settled: Negotiation and Middle Age DysphoriaChapter 21. Dr. Green, Conflict Resolution, and Managing Up and DownChapter 22. Drs. Rich and Pure: Conflict of Interest and Creating School Wide PoliciesChapter 23. Budget Cuts and Managing Bad News and Incentivizing FacultyChapter 24. A “No Brainer”: Dr. Virtue Comes to State University Medical CenterPart V. Teaching MaterialsChapter 25. Strategic Planning/Outside Consultants: Power and Authority, Vertical Hierarchies, and the Informal OrganizationChapter 26. Dr. Newby: Change, Getting Started, and Your Baby Is UglyChapter 27. Dr. Worksalot: Personality and Getting StartedChapter 28. Negotiating for a Center DirectorChapter 29. Dr. Unsettled: Negotiation and Middle Age DysphoriaChapter 30. Dr. Green, Conflict Resolution, and Managing Up and DownChapter 31. Drs. Rich and Pure: Conflict of Interest and Creating School Wide PoliciesChapter 32. Budget Cuts and Managing Bad News and Incentivizing FacultyChapter 33. A “No Brainer”: Dr. Virtue Comes to State University Medical Center  Appendix A: Developmental StepsAppendix B: Questions on Interpersonal and Management SkillsAppendix C: Annotated Bibliography

Produkt-Details

• Erscheint lt. Verlag: 7.10.2015
• Zusatzinfo: XXI, 219 p. 1 illus. in color.
• Verlagsort: Cham
• Sprache: englisch
• Themenwelt: Medizin / Pharmazie ► Medizinische Fachgebiete ► Chirurgie
• Themenwelt: Medizin / Pharmazie ► Medizinische Fachgebiete ► Psychiatrie / Psychotherapie
• Schlagworte: Academic Medical Center • Conflict Resolution • Leadership • personality disorders • Recruitment
• ISBN-10: 3-319-21260-5 / 3319212605
• ISBN-13: 978-3-319-21260-9 / 9783319212609