| Description |
1 online resource |
| 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 |
| 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 |
| Bibliography |
Includes bibliographical references and index |
| Notes |
English |
|
Online resource; title from PDF title page (EBSCO, viewed October 12, 2015) |
| Subject |
Health services administration.
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Academic medical centers.
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Leadership.
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Health Services Administration
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Academic Medical Centers
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Leadership
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Psychiatry.
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Surgery.
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General practice.
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POLITICAL SCIENCE -- Public Policy -- Social Security.
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POLITICAL SCIENCE -- Public Policy -- Social Services & Welfare.
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Academic medical centers
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Health services administration
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Leadership
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| Form |
Electronic book
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| Author |
Gilkey, Roderick W., author.
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Ehringhaus, Susan H., author
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| ISBN |
9783319212609 |
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3319212605 |
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