Learning to lead in the academic medical center : a practical guide /

Learning to lead in the academic medical center : a practical guide /

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Bibliographic Details
Author / Creator:Houpt, Jeffrey L., author.
Imprint:Cham : Springer, [2015]
Description:1 online resource
Language:English
Subject:
Health services administration.
Academic medical centers.
Leadership.
Academic medical centers.
Health services administration.
Leadership.
Academic Medical Centers -- organization & administration.
Leadership.
Format: E-Resource Book
URL for this record:http://pi.lib.uchicago.edu/1001/cat/bib/11096468
Hidden Bibliographic Details
Other authors / contributors:Gilkey, Roderick W., author.
Ehringhaus, Susan H., author.
ISBN:9783319212609
3319212605
9783319212593
3319212591
9783319212593
Digital file characteristics:text file PDF
Notes:Includes bibliographical references and index..
Online resource; title from PDF title page (EBSCO, viewed October 12, 2015).
Summary:This compelling title is a comprehensive, practical guide for current and aspiring leaders in academic medical centers (AMC).℗ℓ Offering both a broad overview of the dynamics of the AMC and a detailed ℓ́ℓhow-toℓ́ℓ set of instructions for the wide-ranging situations that demand skilled leadership, this expertly designed volume is filled with meaningful examples and insights.℗ℓ Learning to Lead in the Academic Medical Center: A Practical Guide consists of five parts.℗ℓ 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.℗ℓ 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.
Other form:Printed edition: 9783319212593
Standard no.:10.1007/978-3-319-21260-9
Table of 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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