Main description:

The landscape of academic surgery has become increasingly complex. Young academic surgeons are now confronted with the task of juggling administrative, clinical, educational, and research responsibilities. While decades ago young faculty would look toward a single "triple threat" mentor, trainees and young junior faculty now must assemble a team of mentors who can help him/her craft a career trajectory for success in academia. In addition, with the emergence of team based science and an emphasis on clinical "crew management" faculty now must hone their leadership skills to be effective in the research and clinical environment.
While many books focus on specific research or technical surgical topics, there is a need for an accessible, user-friendly text on the subject of surgical mentorship and leadership. In particular, there is a strong desire among trainees and young surgeons to learn about mentorship, as well as define leadership tools. Currently, there is a gap in the market for a definitive reference on surgical leadership and mentorship.
This text will provide a comprehensive, state-of-the art definitive reference on surgical mentorship and leadership. The book will provide a practical, useful guide that reviews select topics on leadership and mentorship, as well as provide key information on how to launch a successful "young" surgical career. This text will focus on key points on how to identify mentors, highlight mentor-mentee "pearls", as well as define key leadership traits in being successful as an academic surgeon.
This text will serve as a very useful resource for young surgical faculty, as well as fellows and residents in a broad array of surgical training programs. Chapters will have multiple "call out" boxes to highlight key lessons learned, as well as provide mentorship and leadership "pearls." All chapters will be written by experts in their field and will include the most up-to-date information from national and international leaders.

Contents:

Part I: Mentorship

Chapter 1

Brief History Of Mentorship

Alberto R. Ferreres, MD, PhD, MPH, FACS (Hon.)

Chapter 2

Characteristics of the Ideal Mentor

Marco G. Patti, MD and Melina R. Kibbe, MD

Chapter 3

Mentorship Styles

Raphael E. Pollock, MD, PhD, FACS

Chapter 4

An Overall Mentorship Strategy for Entry-level Faculty

Emily L. Spangler, Charles Leithead, and Herbert Chen

Chapter 5

Responsibilities of the Mentor

Jean-Nicolas Vauthey, MD FACS and Yukihiro Yokoyama, MD, PHD

Chapter 6

Responsibilities of the Mentee

Uma R. Phatak, MD, MS, and Lillian S. Kao, MD, MS

Chapter 7

Mentorship for Clinical Success

T. Clark Gamblin, MD, MS, MBA

Chapter 8

Mentorship for Research Success

Jacqueline M. Garonzik-Wang, MD PhD and Dorry L. Segev, MD PhD

Johns Hopkins University

Chapter 9

Mentorship/Sponsorship and Leadership in Academic Surgery: Similarities and Differences

LD Britt, MD, MPH

Chapter 10

Mentorship for mid-career decisions: aspirations for personal organizational leadership opportunities

James Kruse and Daniel Albo

Chapter 11 Mentorship for Mid-Career Decisions: Aspirations for Multi-Disciplinary Programmatic Leadership Opportunities

Jordan M Cloyd and Timothy M Pawlik

Chapter 12

Mentorship for those for whom the operating room is no longer their theater

Murray F. Brennan, MD

Chapter 13

Mentorship for Life Balance Success

John L. Tarpley & Margaret J. Tarpley

Chapter 14

Establishing departmental mentorship programs

Steven M. Steinberg, M.D.

Part II: Leadership

Chapter 15

Qualities of a Good Leader

Meera Kotagal, MD, MPH and Carlos Pellegrini, MD, FACS, FRCSI (Hon.), FRCS (Hon), FRCS, Ed (Hon)

Chapter 16

Resources to Grow Your Leadership Skills

Audra Clark, MD and Rebecca M. Minter, MD

Chapter 17

Choosing the "Right" Leadership Style for You

Jennifer F. Waljee, MD, MS and Justin B. Dimick, MD, MPH

Chapter 18

Building a Successful Clinical Program in the Academic Medical Center

Herbert Zeh, III MD, FACS

Chapter 19

Being a Leader: Organizing a Basic Science Research Program

Alan Dardik, MD PhD

Chapter 20

Being a Leader: Organizing a Health Services Research Program

Ravinder Kang MD, MS and Sandra L. Wong MD, MS

Chapter 21

Being a Leader: Cultivating Surgical Education

Amy T. Makley, MD, FACS, Timothy A. Pritts, MD, PhD, FACS

Chapter 22

Physicians in the Boardroom

Jeffrey S. Guy

Chapter 23

The Business of Surgery: How to Lead as Financial Manager

Charles R. Scoggins, MD MBA and Kelly M. McMasters, MD PhD

Chapter 24

Leading the "Critical Conversation": Surgeon Leadership in HR.

Douglas Tyler, MD

Chapter 25

BEING A NATIONAL LEADER IN SURGERY:

ROLES, RESPONSIBILITIES AND OPPORTUNITIES

J. DAVID RICHARDSON, M.D., FACS*

Chapter 26

The Role of Leaders, Supervisors and Individual Surgeons In Reducing Burnout and Promoting Physician Wellness

Charles M. Balch, MD and Tait D. Shanafelt, MD