Jeffrey L. Houpt, Roderick W. Gilkey, Susan H. Ehringhaus

Learning to Lead in the Academic Medical Center

A Practical Guide

• Broschiertes Buch

Produktbeschreibung

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.

Produktdetails

• Verlag: Springer / Springer International Publishing / Springer, Berlin
• Artikelnr. des Verlages: 978-3-319-21259-3
• 1st ed. 2015
• Seitenzahl: 244
• Erscheinungstermin: 23. Oktober 2015
• Englisch
• Abmessung: 235mm x 155mm x 13mm
• Gewicht: 410g
• ISBN-13: 9783319212593
• ISBN-10: 3319212591
• Artikelnr.: 42962625

Autorenporträt

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

Inhaltsangabe

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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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.

Rezensionen

"Learning to Lead in the Academic Medical Center is enjoyable to read, particularly given the large number of case vignettes and descriptions of Dr. Houpt's personal experiences as both a chair and a dean. In addition, the entire last section of the book contains cases for discussion, each followed by questions meant to illicit discourse. ... Learning to Lead in the Academic Medical Center is full of valuable pearls for almost all academic physicians." (Mary Morreale, Academic Psychiatry, Vol. 41, 2017)

"Those serving in senior academic leadership roles in AMCs, those who aspire to be a dean of a medical school, deans at varying stages of their dean maturation, consultants who interface with AMCs, and operational leaders who enter AMCs from business sector leadership positions may find this volume particularly helpful in creating a framework to think through the situations that are not predictable but will definitely surface during their service tenure." (Patrick O. Smith, PsycCRITIQUES, Vol. 61 (17), April, 2016)