Main description:

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.

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