Inspiring Growth And Leadership In Medical Careers

The book asserts that all physicians are leaders and offers a collection of personal experiences, observations, and lessons learned to paint a full picture of physicians' roles in society.

Recognizing that leaders in healthcare institutions face different questions and issues in different stages of their careers, this handy, practical title offers a comprehensive roadmap and range of solutions to common challenges in the complex and changing Academic Medical Center (AMC) and health care organization. Fully updated from the very well-received first edition and including new chapters, this concise handbook offers a guide for personal career development, executive skill acquisition, and leadership principles, providing real-world, actionable advice for faculty and executives seeking help on a myriad of new issues and situations. With a slightly modified title to recognize that leaders in academic medical centers and health care systems are not limited to medical faculty, this new edition maintains much of the content of the successful first edition with revisions based on feedback from readers and colleagues. New material has been added to reflect what is happening as health care undergoes major transformation. With a broader panel of renowned authors from a mix of healthcare institutions as well as nonmedical experts in leadership and management, the book again meets its primary objective: to provide medical faculty, healthcare executives and other leaders with a contemporary, directly relevant resource that emphasizes practical skills and leadership development advice, including personal improvement, which can be used at any stage of one’s career. /div /divWith critical insights and strategies for both aspiring and seasoned academicians and health executives, Management and Leadership Skills for Medical Faculty and Healthcare Executives: A Practical Handbook, 2nd Edition is a must-have resource for faculty in AMCs and for anyone with a role in healthcare leadership.

This handy reference will help medical school department chairs and other Academic Health Center (AHC) leaders navigate the important, challenging and complex responsibilities and opportunities of their positions, whether they are new, experienced or future leaders. Medical school department chairs support four distinct missions (education, research, clinical care and public service), which serve multiple constituents, have different measures of success, and sometimes are in direct conflict for resources across the different priorities of their AHC and its component organizations. Having served as medical school department chairs, program and center directors, medical school deans, and AHC chief executives, the authors have seen first-hand the increasing difficulty and complexity of these roles and the inspiring impact these leaders can have on those they serve. This book shares their insights by providing contemporary and comprehensive information to help these leaders navigate the many issues and opportunities they face. While serving as a medical school department chair is challenging on many levels, it is one of the most important roles in AHCs and can be an extremely rewarding leadership position. Timely advice and guidance are keys to success, and this book articulates and answers the most common questions faced by medical school department chairs and other leaders over their careers.

Increasingly, physicians are leveraging their medical training and expertise to pursue careers in non-traditional arenas. Their goals are diverse: · Explore consulting as a way to improve patient care · Lay the foundation for a career in academic medicine · Provide leadership in healthcare · Strengthen ties between a clinic and the community · Broaden one’s experience as a medical student · As a journalist or writer, open a window onto medicine for non-experts Some physicians will pursue another degree, while others may not, in anticipation of moving into public service, business, education, law, or organized medicine. Their common ground is the desire to enhance their professional fulfillment. Drs. Urman and Ehrenfeld’s book features individual chapters on the wide array of non-traditional careers for physicians, each one written by an outstanding leader in medicine who him- or herself has successfully forged a unique career path. A final chapter brings together fascinating brief profiles – “case studies” – of physicians who have distinguished themselves professionally outside of traditional settings. Suitable for readers at any point in their medical career – practitioners, fellows, residents, and medical students – who want to explore possibilities beyond traditional medical practice, the book also sets out common-sense advice on topics such as work-life balance, mentorship, and the relationship between personality and job satisfaction.

This new book aims at inspiring managers and passionate, influential (new) leaders to re-think how to address communication markets, challenge the way how to orchestrate communication instruments, find new ways to communicate the New, and cultivate a positive communication culture. Leadership communication is a critical success factor of senior management teams and (new) leaders (game changer, pioneers) in the digital and human age to better interact and connect with others; drive innovation and adoption processes; and empower young minds with joy, abundance, and wisdom. In the classical view, leadership communication is part of management communication which means leaders primarily use instruments focusing on teams, presentations, and negotiations. In the modern view, however, new leadership communication also encompasses social media and innovation communication. It dives deeper into ground rules for effective leadership communication and key themes, such as virtual communication, innovation and leadership, and communication model innovation. Be the inspiration! Become a new leader and shape the world.

Views from the interface of psychoanalysis and organizational life In the books in this series Manfred Kets de Vries failed engineer, entrepreneur manqué, reluctant economist, international management guru, psychoanalyst, wit, and outdoorsman offers an overview of his work spanning four decades, a period in which he has established himself as the leading figure in the clinical study of organizational leadership. At a key point in his career, working as he puts it, "in the twilight zone of economics, management, and psychoanalysis," he decided to strike out on a little-trodden path and "bring the person back into the organization." Now Kets de Vries occupies a unique position in the academic business world, putting leaders and companies of the couch and working at the often intimate interface where the inner theater of the individual meets the outer world of the organization. The second book in this series, Reflections on Leadership and Career Development, takes different perspectives on the intimate connection between the personality or "inner theater" of individuals and the organizational context in which they work how different personality types, in positions of leadership or as members of management teams, affect the functioning and success of organizations. Kets de Vries looks at the way basic psychological processes operate on individual and corporate performance and analyzes them in the context of case studies of leaders and organizations. He examines narcissism, dysfunctional collusion between leaders and followers, some new leadership archetypes, and the roles that "organizational therapists" (coaches or consultants) can play in their interventions. The book includes a lengthy study of Vladimir Putin, as "CEO of Russia, Inc.," an assessment of the former Russian president's performance as an organizational leader. The final part of the book examines the career life cycle and how executives cope (or fail to cope) with rites de passage like succession and retirement. "For the first time this book provides a glimpse of Manfred Kets de Vries' own 'inner theater' as the wellspring of his success as psychoanalyst, mentor and inspiration to a generation of leaders. Reflections on Leadership and Career Development offers a rare opportunity to observe Manfred on his own legendary couch, a personal perspective not to be missed." Paul McMorran, HR Director, TNK-BP

Recognizing that medical faculty face different questions or issues in different stages of their careers, this handy, practical title offers a comprehensive roadmap and range of solutions to common challenges in the complex and changing Academic Medical Center (AMC). With critical insights and strategies for both aspiring and seasoned academicians, this handbook offers a concise guide for personal career development, executive skill acquisition, and leadership principles, providing actionable, targeted advice for faculty seeking help on a myriad of new issues and situations. Pressures in today’s Academic Medical Center include significant changes to the healthcare system, competition for research funding, transformation of medical education, and recruitment and retention of the ever-evolving workforce. This dynamic environment calls for razor-sharp leadership and management effectiveness to stay competitive. AMC faculty aspire to formal leadership roles for a variety of reasons: to set a new vision, to create change, or to affect policy and resource decisions. For others, weariness of past leadership styles or mistakes may catalyze wanting a chance to set a different tone. In the end, promotional opportunities often come with great administrative and management responsibilities. Management and Leadership Skills for Medical Faculty: A Practical Handbook is a must-have resource for faculty in AMCs and anyone with a role in healthcare leadership.