Overview

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.

Full Product Details

Author:   Jeffrey L. Houpt ,  Roderick W Gilkey ,  Susan H. Ehringhaus
Publisher:   Springer International Publishing AG
Imprint:   Springer International Publishing AG
Edition:   1st ed. 2015
Dimensions:   Width: 15.50cm , Height: 1.40cm , Length: 23.50cm
Weight:   4.196kg
ISBN:  

9783319212593

ISBN 10:   3319212591
Pages:   219
Publication Date:   23 October 2015
Audience:   Professional and scholarly ,  Professional & Vocational
Format:   Paperback
Publisher's Status:   Active
Availability:   Manufactured on demand  
We will order this item for you from a manufactured on demand supplier.

Table of Contents

LEARNING TO LEAD IN THE ACADEMIC MEDICAL CENTER: A PRACTICAL GUIDE Table of Contents About the Authors Forward: Steven A. Wartman, MD, PhD, MACP 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

Reviews

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)

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)

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)

Author Information

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

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