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Learning to Lead in the Academic Medical Center A Practical Guide
Author
Title
Learning to Lead in the Academic Medical Center [electronic resource] : A Practical Guide / by Jeffrey L. Houpt, Roderick W Gilkey, Susan H. Ehringhaus.
ISBN
9783319212609
Edition
1st ed. 2015.
Publication
Cham : Springer International Publishing : Imprint: Springer, 2015.
Physical Description
XXI, 219 p. 1 illus. in color : online resource.
Local Notes
Access is available to the Yale community.
Access and use
Access restricted by licensing agreement.
Summary
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.
Variant and related titles
Springer ebooks.
Other formats
Printed edition:
Format
Books / Online
Language
English
Added to Catalog
December 09, 2015
Contents
Table of Contents
About the Authors
Forward
Introduction
Part I. The Academic Medical Center (AMC): How It Really Works
Chapter 1. The AMC: the Formal and Informal Organization
Chapter 2. Culture Is King
Chapter 3. Authority is Earned, not Bestowed
Part II. The Role of Personality
Chapter 4. Personality Traits and Leadership
Chapter 5.Managing Personality Disorders in the Workplace
Chapter 6.The Importance of Emotional Intelligence
Part III. Essential Skills.- Chapter 7. Getting Started the Right Way
Chapter 8. Negotiation
Chapter 9. Recruitment: Negotiation in Action
Chapter 10. Conflict Resolution: Making Friends with Conflict
Chapter 11. Mastering the Art of Persuasion.- Chapter 12. Running a Meeting.- Chapter 13. Making Good Decisions
Chapter 14. Stimulating Change without Enduring a Coup
Chapter 15. A Final Word to Applicants and Search Committees: Picking the Right People for Leadership Roles the First Time
Part IV. Cases For Discussion
Chapter 16. Strategic Planning/Outside Consultants: Power and Authority, Vertical Hierarchies, and the Informal Organization
Chapter 17. Dr. Newby: Change, Getting Started, and Your Baby Is Ugly
Chapter 18. Dr. Worksalot: Personality and Getting Started
Chapter 19. Negotiating for a Center Director
Chapter 20. Dr. Un Settled: Negotiation and Middle Age Dysphoria
Chapter 21. Dr. Green, Conflict Resolution, and Managing Up and Down
Chapter 22. Drs. Rich and Pure: Conflict of Interest and Creating School Wide Policies
Chapter 23. Budget Cuts and Managing Bad News and Incentivizing Faculty
Chapter 24. A “No Brainer”: Dr. Virtue Comes to State University Medical Center
Part V. Teaching Materials
Chapter 25. Strategic Planning/Outside Consultants: Power and Authority, Vertical Hierarchies, and the Informal Organization
Chapter 26. Dr. Newby: Change, Getting Started, and Your Baby Is Ugly
Chapter 27. Dr. Worksalot: Personality and Getting Started
Chapter 28. Negotiating for a Center Director
Chapter 29. Dr. Unsettled: Negotiation and Middle Age Dysphoria
Chapter 30. Dr. Green, Conflict Resolution, and Managing Up and Down
Chapter 31. Drs. Rich and Pure: Conflict of Interest and Creating School Wide Policies
Chapter 32. Budget Cuts and Managing Bad News and Incentivizing Faculty
Chapter 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.
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