Learning to Lead in the Academic Medical Center A Practical Guide

Learning to Lead in the Academic Medical Center A Practical Guide / by Jeffrey L. Houpt, Roderick W Gilkey, Susan H. Ehringhaus.

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 ex...

Full description

Saved in:
Bibliographic Details
Main Authors: Houpt, Jeffrey L. (Author), Gilkey, Roderick W. (Author), Ehringhaus, Susan H. (Author)
Corporate Author: SpringerLink (Online service)
Format: eBook
Language:English
Published: Cham : Springer International Publishing : Imprint: Springer, 2015.
Edition:1st ed. 2015.
Series:Springer eBook Collection.
Subjects:
General practice (Medicine).
Psychiatry.
Surgery.
Electronic resources (E-books)
Online Access:Click to view e-book
Holy Cross Note:Loaded electronically.
Electronic access restricted to members of the Holy Cross Community.
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.

Similar Items