Management and Leadership Skills for Medical Faculty and Healthcare Executives: A Practical Handbook
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Cham
Springer International Publishing AG
2020
|
| Ausgabe: | 2nd ed |
| Schlagworte: | |
| Online-Zugang: | HWR01 |
| Beschreibung: | Description based on publisher supplied metadata and other sources |
| Beschreibung: | 1 Online-Ressource (291 pages) |
| ISBN: | 9783030454258 |
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| 505 | 8 | |a Intro -- Foreword -- Preface -- Contents -- About the Foreword Authors -- Contributors -- Part I: Tools of the Trade -- 1: Developing Yourself -- Introduction -- Five Components of Self-Development -- Awareness: The Essential Awakening That Things Could Be Better -- Intention -- Focus -- Action -- Hardwiring -- Conclusion -- Pearls and Pitfalls -- References -- 2: Communicating Effectively: Balancing Content and Connection -- Introduction -- Balancing Content and Connection -- Quick Activity and Discussion: Balancing Content and Connection -- Why Effective Communication Is Important: Use of SBAR -- Activity and Discussion: Using SBAR -- Tips for Speaking with SBAR -- Tips for Writing with SBAR -- Effective Communication: Navigating a Complex Process -- Miscommunication: External -- Activity: Search for Common Miscommunication Errors -- Miscommunication: Internal -- Lessons for Leadership -- Effective Communication: A Human Process -- Conclusion and Best Practices -- Pearls and Pitfalls -- References -- Recommended Readings and Resources -- 3: Giving and Receiving Feedback -- Introduction -- Use Active Listening and Powerful Questioning as the Foundation for Feedback -- Timing Is Everything -- The Sandwich Technique -- Self-manage -- Assumptions and Intentions -- Avoid Attribution -- A Word About Open-Ended Questions -- Angry Feedback -- Spot the Strengths -- "I" Statements -- Because I Said So -- A Note About Receiving Feedback -- Conclusion -- Pearls and Pitfalls -- References -- Recommended Readings and Resources -- 4: Managing Conflict -- Introduction -- A Model for Conflict Management -- A Sample Scenario -- Pearls and Pitfalls -- References -- 5: Managing Your Time -- Introduction -- More Than Quick Tips -- Behavioral Change Model -- Precontemplative -- Contemplative -- Preparation -- Action -- Maintenance -- Relapse -- Time Audit | |
| 505 | 8 | |a Setting Priorities -- Plan -- Time Consumers vs Time Traps -- Patient Care -- Teaching -- Time Traps -- Maintaining an Overall Balanced Life -- When You've Stretched Yourself Too Thin -- Maintenance and Relapse Stages -- Conclusions -- Pearls and Pitfalls -- References -- Suggested Readings -- 6: Mindful Leadership -- Introduction -- Mindfulness: Not a Quick Fix -- Habits and Practices of Mindful Leaders -- Loving the Work -- Do the Work -- Connecting to Our Pain and the Pain of Others -- Case Study: Jared -- Pearls and Pitfalls -- Conclusions -- References -- 7: Prioritizing and Decision-Making -- Introduction -- Dynamic, Agile, and Creative: We Need a New Model -- Decision-Making: New Collaborative Essentials -- Collaboration: An Iterative Process -- Decision-Making: The Human Element -- Choosing Your Team -- Support and Guide the Team: A Coaching Approach -- Prioritizing: Decision-Making Partner -- Greatest Competition: Tyranny of the Urgent -- Prioritizing and Decision-Making: Informal -- Formal Priorities: What and How -- Formal Priorities: Value -- Honoring Priorities with Tangible Decisions -- Workflow Clarity -- Zoom-In and Zoom-Out Perspectives -- Approach Your Day, Week, Month with Intentional Goals -- Allocate Your Attention Intentionally -- Adjusting Your Priorities: Clinical Case Study Analogy -- Conclusion -- Pearls and Pitfalls -- Reference -- Resources -- Part II: Management -- 8: Principles of Management -- Introduction -- The Manager Imperative: What It Means To Be a Manager -- What's Your "Style" -- Application Ideas -- Managerial Intelligence -- The Managerial Intelligence Foundation Skills -- Build Relationships -- Clarify Expectations -- The Managerial Intelligence 3Rs: Roles, Requirements, Rank -- Degree of Reliance on Manager Rank -- Application Ideas -- Clarify Roles -- Define Requirements -- Define Rank -- Conclusion | |
| 505 | 8 | |a Pearls and Pitfalls -- References -- Recommended Readings -- 9: Running Effective Meetings -- Introduction -- Hallmarks of Ineffective Meetings -- Types of Meetings -- The Check-In -- Inspirational/Motivational -- Information Sharing and/or Problem Solving -- Organization of a Meeting -- Gathering and Greeting -- A Word About Norms -- Restating the Agenda -- Take Care of Routine Items -- Discuss the Topic at Hand -- Summarization and Wrap-Up -- If Conflict Erupts: Look at Content and Process -- Use of Fun and Other Tips -- Physical Space -- Model It -- Virtual Meetings -- Conclusions -- Pearls and Pitfalls -- References -- Recommended Readings and Resources -- 10: Conducting Effective Retreats -- Introduction -- Start with the End in Mind -- Timing -- What Topics Warrant a Retreat? -- Who to Include -- Using a Facilitator -- Damage Control -- Designing a Great Retreat -- Next Steps: After the Retreat -- Pearls and Pitfalls -- Conclusion -- Suggested Reading -- 11: Recruitment, Retention, and Dismissal -- Introduction -- Recruitment -- Identifying the Department's Needs and Potential Candidates -- Recruiting Visits, Interviews, and Communication with Candidates -- Follow-Up Visits, Negotiation of the Package, and Closing the Deal -- Retention -- Dismissal -- Conclusion -- Pearls and Pitfalls -- References -- 12: Managing Managers -- Introduction -- The Leader and the Manager -- Providing Direction -- Communicating and Operationalizing the Vision -- Coaching -- Differential Leadership -- Promoting Autonomy -- Onboarding -- Decision-Making and Feedback -- Providing Feedback -- Intervention -- Rescue Versus Intrusion -- Coaching Versus Fixing -- Celebrating Success and Succession Planning -- Make Investing in Your Managers a Priority -- Managing the Wayward Manager -- Relinquish, Recalibrate, Redeploy -- Conclusion -- Pearls and Pitfalls -- References | |
| 505 | 8 | |a 13: Promoting Professionalism and Professional Accountability -- Introduction -- A Hypothetical Scenario -- The Project Bundle -- People -- Processes and Systems -- Application to Dr. A -- When Additional Help Is Needed -- Resources to Help Address Professionals' Needs -- Application to Dr. A -- Application to Dr. A -- Postscript -- Conclusion: Lessons for Leadership -- References -- 14: Creating a Culture of Inclusion Through Diversity and Equity -- Introduction -- Business Case for Equity, Diversity, and Inclusion -- Inclusive Leadership in Health Care -- Engagement: Relating to Others -- Enablement: Creating Environments for Others to Flourish -- Empowerment: Building Confidence and Communities -- Recognizing and Developing Talent -- Building a Culture of Inclusion -- Managing Inequities and Insensitivities -- Practical Applications -- Conclusion -- Pearls and Pitfalls -- References -- Recommended Readings and Resources -- Part III: Leadership -- 15: The Leadership Stance -- Introduction: Managing and Leading -- Gaining Willing Followers -- Vision or Goal -- Context or Situation -- Academic Leadership Case Study -- Teresa Sullivan, University of Virginia's First Female President -- Medical Leadership Case Study -- "Jennifer" -- Conclusion: Lessons for Academic Medical Leadership -- Pearls and Pitfalls -- References -- Recommended Resources -- 16: Leadership Presence -- Introduction -- The Art and Science of Noticing -- What Does a Leader with Presence "Look" Like? -- Actions -- Is Presence About Authenticity, Transparency, and Vulnerability? -- Is Leadership Presence About Having Charisma? -- Slow Down to Be in the Moment -- Pearls and Pitfalls -- Conclusion -- References -- Suggested Readings -- 17: Forming-and Reforming-Workplace Culture -- Introduction -- Cultures Form Us -- Leader as Student of Culture -- Observing and Asking -- Articulating | |
| 505 | 8 | |a Forming and Reforming Your Culture -- Who? -- When? -- Why? -- How? -- Always Forming -- Conclusion -- Pearls and Pitfalls -- References -- Recommended Reading -- 18: Coaching and Mentoring -- Introduction: Our Future Demands More -- The Challenge: New Skills Are Needed -- Coaching and Mentoring Defined -- Similarities and Differences -- New Directions in Mentoring: Reverse Mentoring and Micro-Mentoring -- Reverse-Mentoring -- Micro-Mentoring -- The Democratization and Expansion of Coaching -- Benefits of Adopting Coaching in an Academic Medical Center -- The Mindset and Essence of Great Coaching -- Practical Coaching Tips You Can Use Today -- Conclusion -- Pearls and Pitfalls -- References -- Additional Resources -- 19: Leading Up -- Introduction -- Complexity in Leading Up -- Assess Before You Lead Up -- Perception -- Internal Decisions -- External Decisions -- Communication, Power, and Influence -- What If You Do Not Know What They Want or What They Are Thinking? -- Pearls and Pitfalls -- Conclusion -- Suggested Readings -- 20: Leading Without Line Authority -- Introduction -- Non-line Authority Leadership Is An Emergent Process -- Premised on Trust and New Relationships -- Distinguishing Characteristics of Non-line Authority Leaders -- Pearls and Pitfalls -- Conclusion -- Recommended Readings and Resources -- 21: Political Savvy -- Introduction: What Does Political Savvy Have to Do with Leadership? -- Political Behavior in the Organizational Landscape -- Core Strategy for Political Savvy: Discern, Navigate, Influence -- Discern -- Navigate -- Influence -- Two Common Errors Would-Be Leaders Make -- Savvy Leadership Skill Set: Lead Without Telling People What to Do -- Exemplify -- Acknowledge -- Articulate -- Frame -- Follow -- Facilitate -- Presence -- Pearls and Pitfalls -- Conclusion -- Additional Resource -- 22: Moral Courage | |
| 505 | 8 | |a Leading with Courage | |
| 650 | 4 | |a Leadership | |
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| contents | Intro -- Foreword -- Preface -- Contents -- About the Foreword Authors -- Contributors -- Part I: Tools of the Trade -- 1: Developing Yourself -- Introduction -- Five Components of Self-Development -- Awareness: The Essential Awakening That Things Could Be Better -- Intention -- Focus -- Action -- Hardwiring -- Conclusion -- Pearls and Pitfalls -- References -- 2: Communicating Effectively: Balancing Content and Connection -- Introduction -- Balancing Content and Connection -- Quick Activity and Discussion: Balancing Content and Connection -- Why Effective Communication Is Important: Use of SBAR -- Activity and Discussion: Using SBAR -- Tips for Speaking with SBAR -- Tips for Writing with SBAR -- Effective Communication: Navigating a Complex Process -- Miscommunication: External -- Activity: Search for Common Miscommunication Errors -- Miscommunication: Internal -- Lessons for Leadership -- Effective Communication: A Human Process -- Conclusion and Best Practices -- Pearls and Pitfalls -- References -- Recommended Readings and Resources -- 3: Giving and Receiving Feedback -- Introduction -- Use Active Listening and Powerful Questioning as the Foundation for Feedback -- Timing Is Everything -- The Sandwich Technique -- Self-manage -- Assumptions and Intentions -- Avoid Attribution -- A Word About Open-Ended Questions -- Angry Feedback -- Spot the Strengths -- "I" Statements -- Because I Said So -- A Note About Receiving Feedback -- Conclusion -- Pearls and Pitfalls -- References -- Recommended Readings and Resources -- 4: Managing Conflict -- Introduction -- A Model for Conflict Management -- A Sample Scenario -- Pearls and Pitfalls -- References -- 5: Managing Your Time -- Introduction -- More Than Quick Tips -- Behavioral Change Model -- Precontemplative -- Contemplative -- Preparation -- Action -- Maintenance -- Relapse -- Time Audit Setting Priorities -- Plan -- Time Consumers vs Time Traps -- Patient Care -- Teaching -- Time Traps -- Maintaining an Overall Balanced Life -- When You've Stretched Yourself Too Thin -- Maintenance and Relapse Stages -- Conclusions -- Pearls and Pitfalls -- References -- Suggested Readings -- 6: Mindful Leadership -- Introduction -- Mindfulness: Not a Quick Fix -- Habits and Practices of Mindful Leaders -- Loving the Work -- Do the Work -- Connecting to Our Pain and the Pain of Others -- Case Study: Jared -- Pearls and Pitfalls -- Conclusions -- References -- 7: Prioritizing and Decision-Making -- Introduction -- Dynamic, Agile, and Creative: We Need a New Model -- Decision-Making: New Collaborative Essentials -- Collaboration: An Iterative Process -- Decision-Making: The Human Element -- Choosing Your Team -- Support and Guide the Team: A Coaching Approach -- Prioritizing: Decision-Making Partner -- Greatest Competition: Tyranny of the Urgent -- Prioritizing and Decision-Making: Informal -- Formal Priorities: What and How -- Formal Priorities: Value -- Honoring Priorities with Tangible Decisions -- Workflow Clarity -- Zoom-In and Zoom-Out Perspectives -- Approach Your Day, Week, Month with Intentional Goals -- Allocate Your Attention Intentionally -- Adjusting Your Priorities: Clinical Case Study Analogy -- Conclusion -- Pearls and Pitfalls -- Reference -- Resources -- Part II: Management -- 8: Principles of Management -- Introduction -- The Manager Imperative: What It Means To Be a Manager -- What's Your "Style" -- Application Ideas -- Managerial Intelligence -- The Managerial Intelligence Foundation Skills -- Build Relationships -- Clarify Expectations -- The Managerial Intelligence 3Rs: Roles, Requirements, Rank -- Degree of Reliance on Manager Rank -- Application Ideas -- Clarify Roles -- Define Requirements -- Define Rank -- Conclusion Pearls and Pitfalls -- References -- Recommended Readings -- 9: Running Effective Meetings -- Introduction -- Hallmarks of Ineffective Meetings -- Types of Meetings -- The Check-In -- Inspirational/Motivational -- Information Sharing and/or Problem Solving -- Organization of a Meeting -- Gathering and Greeting -- A Word About Norms -- Restating the Agenda -- Take Care of Routine Items -- Discuss the Topic at Hand -- Summarization and Wrap-Up -- If Conflict Erupts: Look at Content and Process -- Use of Fun and Other Tips -- Physical Space -- Model It -- Virtual Meetings -- Conclusions -- Pearls and Pitfalls -- References -- Recommended Readings and Resources -- 10: Conducting Effective Retreats -- Introduction -- Start with the End in Mind -- Timing -- What Topics Warrant a Retreat? -- Who to Include -- Using a Facilitator -- Damage Control -- Designing a Great Retreat -- Next Steps: After the Retreat -- Pearls and Pitfalls -- Conclusion -- Suggested Reading -- 11: Recruitment, Retention, and Dismissal -- Introduction -- Recruitment -- Identifying the Department's Needs and Potential Candidates -- Recruiting Visits, Interviews, and Communication with Candidates -- Follow-Up Visits, Negotiation of the Package, and Closing the Deal -- Retention -- Dismissal -- Conclusion -- Pearls and Pitfalls -- References -- 12: Managing Managers -- Introduction -- The Leader and the Manager -- Providing Direction -- Communicating and Operationalizing the Vision -- Coaching -- Differential Leadership -- Promoting Autonomy -- Onboarding -- Decision-Making and Feedback -- Providing Feedback -- Intervention -- Rescue Versus Intrusion -- Coaching Versus Fixing -- Celebrating Success and Succession Planning -- Make Investing in Your Managers a Priority -- Managing the Wayward Manager -- Relinquish, Recalibrate, Redeploy -- Conclusion -- Pearls and Pitfalls -- References 13: Promoting Professionalism and Professional Accountability -- Introduction -- A Hypothetical Scenario -- The Project Bundle -- People -- Processes and Systems -- Application to Dr. A -- When Additional Help Is Needed -- Resources to Help Address Professionals' Needs -- Application to Dr. A -- Application to Dr. A -- Postscript -- Conclusion: Lessons for Leadership -- References -- 14: Creating a Culture of Inclusion Through Diversity and Equity -- Introduction -- Business Case for Equity, Diversity, and Inclusion -- Inclusive Leadership in Health Care -- Engagement: Relating to Others -- Enablement: Creating Environments for Others to Flourish -- Empowerment: Building Confidence and Communities -- Recognizing and Developing Talent -- Building a Culture of Inclusion -- Managing Inequities and Insensitivities -- Practical Applications -- Conclusion -- Pearls and Pitfalls -- References -- Recommended Readings and Resources -- Part III: Leadership -- 15: The Leadership Stance -- Introduction: Managing and Leading -- Gaining Willing Followers -- Vision or Goal -- Context or Situation -- Academic Leadership Case Study -- Teresa Sullivan, University of Virginia's First Female President -- Medical Leadership Case Study -- "Jennifer" -- Conclusion: Lessons for Academic Medical Leadership -- Pearls and Pitfalls -- References -- Recommended Resources -- 16: Leadership Presence -- Introduction -- The Art and Science of Noticing -- What Does a Leader with Presence "Look" Like? -- Actions -- Is Presence About Authenticity, Transparency, and Vulnerability? -- Is Leadership Presence About Having Charisma? -- Slow Down to Be in the Moment -- Pearls and Pitfalls -- Conclusion -- References -- Suggested Readings -- 17: Forming-and Reforming-Workplace Culture -- Introduction -- Cultures Form Us -- Leader as Student of Culture -- Observing and Asking -- Articulating Forming and Reforming Your Culture -- Who? -- When? -- Why? -- How? -- Always Forming -- Conclusion -- Pearls and Pitfalls -- References -- Recommended Reading -- 18: Coaching and Mentoring -- Introduction: Our Future Demands More -- The Challenge: New Skills Are Needed -- Coaching and Mentoring Defined -- Similarities and Differences -- New Directions in Mentoring: Reverse Mentoring and Micro-Mentoring -- Reverse-Mentoring -- Micro-Mentoring -- The Democratization and Expansion of Coaching -- Benefits of Adopting Coaching in an Academic Medical Center -- The Mindset and Essence of Great Coaching -- Practical Coaching Tips You Can Use Today -- Conclusion -- Pearls and Pitfalls -- References -- Additional Resources -- 19: Leading Up -- Introduction -- Complexity in Leading Up -- Assess Before You Lead Up -- Perception -- Internal Decisions -- External Decisions -- Communication, Power, and Influence -- What If You Do Not Know What They Want or What They Are Thinking? -- Pearls and Pitfalls -- Conclusion -- Suggested Readings -- 20: Leading Without Line Authority -- Introduction -- Non-line Authority Leadership Is An Emergent Process -- Premised on Trust and New Relationships -- Distinguishing Characteristics of Non-line Authority Leaders -- Pearls and Pitfalls -- Conclusion -- Recommended Readings and Resources -- 21: Political Savvy -- Introduction: What Does Political Savvy Have to Do with Leadership? -- Political Behavior in the Organizational Landscape -- Core Strategy for Political Savvy: Discern, Navigate, Influence -- Discern -- Navigate -- Influence -- Two Common Errors Would-Be Leaders Make -- Savvy Leadership Skill Set: Lead Without Telling People What to Do -- Exemplify -- Acknowledge -- Articulate -- Frame -- Follow -- Facilitate -- Presence -- Pearls and Pitfalls -- Conclusion -- Additional Resource -- 22: Moral Courage Leading with Courage |
| ctrlnum | (ZDB-30-PQE)EBC6229426 (ZDB-30-PAD)EBC6229426 (ZDB-89-EBL)EBL6229426 (OCoLC)1159171100 (DE-599)BVBBV048222869 |
| dewey-full | 610.711 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 610 - Medicine and health |
| dewey-raw | 610.711 |
| dewey-search | 610.711 |
| dewey-sort | 3610.711 |
| dewey-tens | 610 - Medicine and health |
| discipline | Medizin |
| discipline_str_mv | Medizin |
| edition | 2nd ed |
| format | Electronic eBook |
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Workflow Clarity -- Zoom-In and Zoom-Out Perspectives -- Approach Your Day, Week, Month with Intentional Goals -- Allocate Your Attention Intentionally -- Adjusting Your Priorities: Clinical Case Study Analogy -- Conclusion -- Pearls and Pitfalls -- Reference -- Resources -- Part II: Management -- 8: Principles of Management -- Introduction -- The Manager Imperative: What It Means To Be a Manager -- What's Your "Style" -- Application Ideas -- Managerial Intelligence -- The Managerial Intelligence Foundation Skills -- Build Relationships -- Clarify Expectations -- The Managerial Intelligence 3Rs: Roles, Requirements, Rank -- Degree of Reliance on Manager Rank -- Application Ideas -- Clarify Roles -- Define Requirements -- Define Rank -- Conclusion</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Pearls and Pitfalls -- References -- Recommended Readings -- 9: Running Effective Meetings -- Introduction -- Hallmarks of Ineffective Meetings -- Types of 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Communication with Candidates -- Follow-Up Visits, Negotiation of the Package, and Closing the Deal -- Retention -- Dismissal -- Conclusion -- Pearls and Pitfalls -- References -- 12: Managing Managers -- Introduction -- The Leader and the Manager -- Providing Direction -- Communicating and Operationalizing the Vision -- Coaching -- Differential Leadership -- Promoting Autonomy -- Onboarding -- Decision-Making and Feedback -- Providing Feedback -- Intervention -- Rescue Versus Intrusion -- Coaching Versus Fixing -- Celebrating Success and Succession Planning -- Make Investing in Your Managers a Priority -- Managing the Wayward Manager -- Relinquish, Recalibrate, Redeploy -- Conclusion -- Pearls and Pitfalls -- References</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">13: Promoting Professionalism and Professional Accountability -- Introduction -- A Hypothetical Scenario -- The Project Bundle -- People -- Processes and Systems -- Application to Dr. A -- When Additional Help Is Needed -- Resources to Help Address Professionals' Needs -- Application to Dr. A -- Application to Dr. A -- Postscript -- Conclusion: Lessons for Leadership -- References -- 14: Creating a Culture of Inclusion Through Diversity and Equity -- Introduction -- Business Case for Equity, Diversity, and Inclusion -- Inclusive Leadership in Health Care -- Engagement: Relating to Others -- Enablement: Creating Environments for Others to Flourish -- Empowerment: Building Confidence and Communities -- Recognizing and Developing Talent -- Building a Culture of Inclusion -- Managing Inequities and Insensitivities -- Practical Applications -- Conclusion -- Pearls and Pitfalls -- References -- Recommended Readings and Resources -- Part III: Leadership -- 15: The Leadership Stance -- Introduction: Managing and Leading -- Gaining Willing Followers -- Vision or Goal -- Context or Situation -- Academic Leadership Case Study -- Teresa Sullivan, University of Virginia's First Female President -- Medical Leadership Case Study -- "Jennifer" -- Conclusion: Lessons for Academic Medical Leadership -- Pearls and Pitfalls -- References -- Recommended Resources -- 16: Leadership Presence -- Introduction -- The Art and Science of Noticing -- What Does a Leader with Presence "Look" Like? -- Actions -- Is Presence About Authenticity, Transparency, and Vulnerability? -- Is Leadership Presence About Having Charisma? -- Slow Down to Be in the Moment -- Pearls and Pitfalls -- Conclusion -- References -- Suggested Readings -- 17: Forming-and Reforming-Workplace Culture -- Introduction -- Cultures Form Us -- Leader as Student of Culture -- Observing and Asking -- Articulating</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Forming and Reforming Your Culture -- Who? -- When? -- Why? -- How? -- Always Forming -- Conclusion -- Pearls and Pitfalls -- References -- Recommended Reading -- 18: Coaching and Mentoring -- Introduction: Our Future 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Characteristics of Non-line Authority Leaders -- Pearls and Pitfalls -- Conclusion -- Recommended Readings and Resources -- 21: Political Savvy -- Introduction: What Does Political Savvy Have to Do with Leadership? -- Political Behavior in the Organizational Landscape -- Core Strategy for Political Savvy: Discern, Navigate, Influence -- Discern -- Navigate -- Influence -- Two Common Errors Would-Be Leaders Make -- Savvy Leadership Skill Set: Lead Without Telling People What to Do -- Exemplify -- Acknowledge -- Articulate -- Frame -- Follow -- Facilitate -- Presence -- Pearls and Pitfalls -- Conclusion -- Additional Resource -- 22: Moral Courage</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Leading with Courage</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Leadership</subfield></datafield><datafield tag="700" ind1="1" ind2=" "><subfield code="a">Kramer, Rob</subfield><subfield code="e">Sonstige</subfield><subfield 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| id | DE-604.BV048222869 |
| illustrated | Not Illustrated |
| index_date | 2024-07-03T19:50:37Z |
| indexdate | 2024-07-10T09:32:27Z |
| institution | BVB |
| isbn | 9783030454258 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-033603602 |
| oclc_num | 1159171100 |
| open_access_boolean | |
| owner | DE-2070s |
| owner_facet | DE-2070s |
| physical | 1 Online-Ressource (291 pages) |
| psigel | ZDB-30-PQE ZDB-30-PQE HWR_PDA_PQE |
| publishDate | 2020 |
| publishDateSearch | 2020 |
| publishDateSort | 2020 |
| publisher | Springer International Publishing AG |
| record_format | marc |
| spelling | Viera, Anthony J. Verfasser aut Management and Leadership Skills for Medical Faculty and Healthcare Executives A Practical Handbook 2nd ed Cham Springer International Publishing AG 2020 ©2020 1 Online-Ressource (291 pages) txt rdacontent c rdamedia cr rdacarrier Description based on publisher supplied metadata and other sources Intro -- Foreword -- Preface -- Contents -- About the Foreword Authors -- Contributors -- Part I: Tools of the Trade -- 1: Developing Yourself -- Introduction -- Five Components of Self-Development -- Awareness: The Essential Awakening That Things Could Be Better -- Intention -- Focus -- Action -- Hardwiring -- Conclusion -- Pearls and Pitfalls -- References -- 2: Communicating Effectively: Balancing Content and Connection -- Introduction -- Balancing Content and Connection -- Quick Activity and Discussion: Balancing Content and Connection -- Why Effective Communication Is Important: Use of SBAR -- Activity and Discussion: Using SBAR -- Tips for Speaking with SBAR -- Tips for Writing with SBAR -- Effective Communication: Navigating a Complex Process -- Miscommunication: External -- Activity: Search for Common Miscommunication Errors -- Miscommunication: Internal -- Lessons for Leadership -- Effective Communication: A Human Process -- Conclusion and Best Practices -- Pearls and Pitfalls -- References -- Recommended Readings and Resources -- 3: Giving and Receiving Feedback -- Introduction -- Use Active Listening and Powerful Questioning as the Foundation for Feedback -- Timing Is Everything -- The Sandwich Technique -- Self-manage -- Assumptions and Intentions -- Avoid Attribution -- A Word About Open-Ended Questions -- Angry Feedback -- Spot the Strengths -- "I" Statements -- Because I Said So -- A Note About Receiving Feedback -- Conclusion -- Pearls and Pitfalls -- References -- Recommended Readings and Resources -- 4: Managing Conflict -- Introduction -- A Model for Conflict Management -- A Sample Scenario -- Pearls and Pitfalls -- References -- 5: Managing Your Time -- Introduction -- More Than Quick Tips -- Behavioral Change Model -- Precontemplative -- Contemplative -- Preparation -- Action -- Maintenance -- Relapse -- Time Audit Setting Priorities -- Plan -- Time Consumers vs Time Traps -- Patient Care -- Teaching -- Time Traps -- Maintaining an Overall Balanced Life -- When You've Stretched Yourself Too Thin -- Maintenance and Relapse Stages -- Conclusions -- Pearls and Pitfalls -- References -- Suggested Readings -- 6: Mindful Leadership -- Introduction -- Mindfulness: Not a Quick Fix -- Habits and Practices of Mindful Leaders -- Loving the Work -- Do the Work -- Connecting to Our Pain and the Pain of Others -- Case Study: Jared -- Pearls and Pitfalls -- Conclusions -- References -- 7: Prioritizing and Decision-Making -- Introduction -- Dynamic, Agile, and Creative: We Need a New Model -- Decision-Making: New Collaborative Essentials -- Collaboration: An Iterative Process -- Decision-Making: The Human Element -- Choosing Your Team -- Support and Guide the Team: A Coaching Approach -- Prioritizing: Decision-Making Partner -- Greatest Competition: Tyranny of the Urgent -- Prioritizing and Decision-Making: Informal -- Formal Priorities: What and How -- Formal Priorities: Value -- Honoring Priorities with Tangible Decisions -- Workflow Clarity -- Zoom-In and Zoom-Out Perspectives -- Approach Your Day, Week, Month with Intentional Goals -- Allocate Your Attention Intentionally -- Adjusting Your Priorities: Clinical Case Study Analogy -- Conclusion -- Pearls and Pitfalls -- Reference -- Resources -- Part II: Management -- 8: Principles of Management -- Introduction -- The Manager Imperative: What It Means To Be a Manager -- What's Your "Style" -- Application Ideas -- Managerial Intelligence -- The Managerial Intelligence Foundation Skills -- Build Relationships -- Clarify Expectations -- The Managerial Intelligence 3Rs: Roles, Requirements, Rank -- Degree of Reliance on Manager Rank -- Application Ideas -- Clarify Roles -- Define Requirements -- Define Rank -- Conclusion Pearls and Pitfalls -- References -- Recommended Readings -- 9: Running Effective Meetings -- Introduction -- Hallmarks of Ineffective Meetings -- Types of Meetings -- The Check-In -- Inspirational/Motivational -- Information Sharing and/or Problem Solving -- Organization of a Meeting -- Gathering and Greeting -- A Word About Norms -- Restating the Agenda -- Take Care of Routine Items -- Discuss the Topic at Hand -- Summarization and Wrap-Up -- If Conflict Erupts: Look at Content and Process -- Use of Fun and Other Tips -- Physical Space -- Model It -- Virtual Meetings -- Conclusions -- Pearls and Pitfalls -- References -- Recommended Readings and Resources -- 10: Conducting Effective Retreats -- Introduction -- Start with the End in Mind -- Timing -- What Topics Warrant a Retreat? -- Who to Include -- Using a Facilitator -- Damage Control -- Designing a Great Retreat -- Next Steps: After the Retreat -- Pearls and Pitfalls -- Conclusion -- Suggested Reading -- 11: Recruitment, Retention, and Dismissal -- Introduction -- Recruitment -- Identifying the Department's Needs and Potential Candidates -- Recruiting Visits, Interviews, and Communication with Candidates -- Follow-Up Visits, Negotiation of the Package, and Closing the Deal -- Retention -- Dismissal -- Conclusion -- Pearls and Pitfalls -- References -- 12: Managing Managers -- Introduction -- The Leader and the Manager -- Providing Direction -- Communicating and Operationalizing the Vision -- Coaching -- Differential Leadership -- Promoting Autonomy -- Onboarding -- Decision-Making and Feedback -- Providing Feedback -- Intervention -- Rescue Versus Intrusion -- Coaching Versus Fixing -- Celebrating Success and Succession Planning -- Make Investing in Your Managers a Priority -- Managing the Wayward Manager -- Relinquish, Recalibrate, Redeploy -- Conclusion -- Pearls and Pitfalls -- References 13: Promoting Professionalism and Professional Accountability -- Introduction -- A Hypothetical Scenario -- The Project Bundle -- People -- Processes and Systems -- Application to Dr. A -- When Additional Help Is Needed -- Resources to Help Address Professionals' Needs -- Application to Dr. A -- Application to Dr. A -- Postscript -- Conclusion: Lessons for Leadership -- References -- 14: Creating a Culture of Inclusion Through Diversity and Equity -- Introduction -- Business Case for Equity, Diversity, and Inclusion -- Inclusive Leadership in Health Care -- Engagement: Relating to Others -- Enablement: Creating Environments for Others to Flourish -- Empowerment: Building Confidence and Communities -- Recognizing and Developing Talent -- Building a Culture of Inclusion -- Managing Inequities and Insensitivities -- Practical Applications -- Conclusion -- Pearls and Pitfalls -- References -- Recommended Readings and Resources -- Part III: Leadership -- 15: The Leadership Stance -- Introduction: Managing and Leading -- Gaining Willing Followers -- Vision or Goal -- Context or Situation -- Academic Leadership Case Study -- Teresa Sullivan, University of Virginia's First Female President -- Medical Leadership Case Study -- "Jennifer" -- Conclusion: Lessons for Academic Medical Leadership -- Pearls and Pitfalls -- References -- Recommended Resources -- 16: Leadership Presence -- Introduction -- The Art and Science of Noticing -- What Does a Leader with Presence "Look" Like? -- Actions -- Is Presence About Authenticity, Transparency, and Vulnerability? -- Is Leadership Presence About Having Charisma? -- Slow Down to Be in the Moment -- Pearls and Pitfalls -- Conclusion -- References -- Suggested Readings -- 17: Forming-and Reforming-Workplace Culture -- Introduction -- Cultures Form Us -- Leader as Student of Culture -- Observing and Asking -- Articulating Forming and Reforming Your Culture -- Who? -- When? -- Why? -- How? -- Always Forming -- Conclusion -- Pearls and Pitfalls -- References -- Recommended Reading -- 18: Coaching and Mentoring -- Introduction: Our Future Demands More -- The Challenge: New Skills Are Needed -- Coaching and Mentoring Defined -- Similarities and Differences -- New Directions in Mentoring: Reverse Mentoring and Micro-Mentoring -- Reverse-Mentoring -- Micro-Mentoring -- The Democratization and Expansion of Coaching -- Benefits of Adopting Coaching in an Academic Medical Center -- The Mindset and Essence of Great Coaching -- Practical Coaching Tips You Can Use Today -- Conclusion -- Pearls and Pitfalls -- References -- Additional Resources -- 19: Leading Up -- Introduction -- Complexity in Leading Up -- Assess Before You Lead Up -- Perception -- Internal Decisions -- External Decisions -- Communication, Power, and Influence -- What If You Do Not Know What They Want or What They Are Thinking? -- Pearls and Pitfalls -- Conclusion -- Suggested Readings -- 20: Leading Without Line Authority -- Introduction -- Non-line Authority Leadership Is An Emergent Process -- Premised on Trust and New Relationships -- Distinguishing Characteristics of Non-line Authority Leaders -- Pearls and Pitfalls -- Conclusion -- Recommended Readings and Resources -- 21: Political Savvy -- Introduction: What Does Political Savvy Have to Do with Leadership? -- Political Behavior in the Organizational Landscape -- Core Strategy for Political Savvy: Discern, Navigate, Influence -- Discern -- Navigate -- Influence -- Two Common Errors Would-Be Leaders Make -- Savvy Leadership Skill Set: Lead Without Telling People What to Do -- Exemplify -- Acknowledge -- Articulate -- Frame -- Follow -- Facilitate -- Presence -- Pearls and Pitfalls -- Conclusion -- Additional Resource -- 22: Moral Courage Leading with Courage Leadership Kramer, Rob Sonstige oth Erscheint auch als Druck-Ausgabe Viera, Anthony J. Management and Leadership Skills for Medical Faculty and Healthcare Executives Cham : Springer International Publishing AG,c2020 9783030454241 |
| spellingShingle | Viera, Anthony J. Management and Leadership Skills for Medical Faculty and Healthcare Executives A Practical Handbook Intro -- Foreword -- Preface -- Contents -- About the Foreword Authors -- Contributors -- Part I: Tools of the Trade -- 1: Developing Yourself -- Introduction -- Five Components of Self-Development -- Awareness: The Essential Awakening That Things Could Be Better -- Intention -- Focus -- Action -- Hardwiring -- Conclusion -- Pearls and Pitfalls -- References -- 2: Communicating Effectively: Balancing Content and Connection -- Introduction -- Balancing Content and Connection -- Quick Activity and Discussion: Balancing Content and Connection -- Why Effective Communication Is Important: Use of SBAR -- Activity and Discussion: Using SBAR -- Tips for Speaking with SBAR -- Tips for Writing with SBAR -- Effective Communication: Navigating a Complex Process -- Miscommunication: External -- Activity: Search for Common Miscommunication Errors -- Miscommunication: Internal -- Lessons for Leadership -- Effective Communication: A Human Process -- Conclusion and Best Practices -- Pearls and Pitfalls -- References -- Recommended Readings and Resources -- 3: Giving and Receiving Feedback -- Introduction -- Use Active Listening and Powerful Questioning as the Foundation for Feedback -- Timing Is Everything -- The Sandwich Technique -- Self-manage -- Assumptions and Intentions -- Avoid Attribution -- A Word About Open-Ended Questions -- Angry Feedback -- Spot the Strengths -- "I" Statements -- Because I Said So -- A Note About Receiving Feedback -- Conclusion -- Pearls and Pitfalls -- References -- Recommended Readings and Resources -- 4: Managing Conflict -- Introduction -- A Model for Conflict Management -- A Sample Scenario -- Pearls and Pitfalls -- References -- 5: Managing Your Time -- Introduction -- More Than Quick Tips -- Behavioral Change Model -- Precontemplative -- Contemplative -- Preparation -- Action -- Maintenance -- Relapse -- Time Audit Setting Priorities -- Plan -- Time Consumers vs Time Traps -- Patient Care -- Teaching -- Time Traps -- Maintaining an Overall Balanced Life -- When You've Stretched Yourself Too Thin -- Maintenance and Relapse Stages -- Conclusions -- Pearls and Pitfalls -- References -- Suggested Readings -- 6: Mindful Leadership -- Introduction -- Mindfulness: Not a Quick Fix -- Habits and Practices of Mindful Leaders -- Loving the Work -- Do the Work -- Connecting to Our Pain and the Pain of Others -- Case Study: Jared -- Pearls and Pitfalls -- Conclusions -- References -- 7: Prioritizing and Decision-Making -- Introduction -- Dynamic, Agile, and Creative: We Need a New Model -- Decision-Making: New Collaborative Essentials -- Collaboration: An Iterative Process -- Decision-Making: The Human Element -- Choosing Your Team -- Support and Guide the Team: A Coaching Approach -- Prioritizing: Decision-Making Partner -- Greatest Competition: Tyranny of the Urgent -- Prioritizing and Decision-Making: Informal -- Formal Priorities: What and How -- Formal Priorities: Value -- Honoring Priorities with Tangible Decisions -- Workflow Clarity -- Zoom-In and Zoom-Out Perspectives -- Approach Your Day, Week, Month with Intentional Goals -- Allocate Your Attention Intentionally -- Adjusting Your Priorities: Clinical Case Study Analogy -- Conclusion -- Pearls and Pitfalls -- Reference -- Resources -- Part II: Management -- 8: Principles of Management -- Introduction -- The Manager Imperative: What It Means To Be a Manager -- What's Your "Style" -- Application Ideas -- Managerial Intelligence -- The Managerial Intelligence Foundation Skills -- Build Relationships -- Clarify Expectations -- The Managerial Intelligence 3Rs: Roles, Requirements, Rank -- Degree of Reliance on Manager Rank -- Application Ideas -- Clarify Roles -- Define Requirements -- Define Rank -- Conclusion Pearls and Pitfalls -- References -- Recommended Readings -- 9: Running Effective Meetings -- Introduction -- Hallmarks of Ineffective Meetings -- Types of Meetings -- The Check-In -- Inspirational/Motivational -- Information Sharing and/or Problem Solving -- Organization of a Meeting -- Gathering and Greeting -- A Word About Norms -- Restating the Agenda -- Take Care of Routine Items -- Discuss the Topic at Hand -- Summarization and Wrap-Up -- If Conflict Erupts: Look at Content and Process -- Use of Fun and Other Tips -- Physical Space -- Model It -- Virtual Meetings -- Conclusions -- Pearls and Pitfalls -- References -- Recommended Readings and Resources -- 10: Conducting Effective Retreats -- Introduction -- Start with the End in Mind -- Timing -- What Topics Warrant a Retreat? -- Who to Include -- Using a Facilitator -- Damage Control -- Designing a Great Retreat -- Next Steps: After the Retreat -- Pearls and Pitfalls -- Conclusion -- Suggested Reading -- 11: Recruitment, Retention, and Dismissal -- Introduction -- Recruitment -- Identifying the Department's Needs and Potential Candidates -- Recruiting Visits, Interviews, and Communication with Candidates -- Follow-Up Visits, Negotiation of the Package, and Closing the Deal -- Retention -- Dismissal -- Conclusion -- Pearls and Pitfalls -- References -- 12: Managing Managers -- Introduction -- The Leader and the Manager -- Providing Direction -- Communicating and Operationalizing the Vision -- Coaching -- Differential Leadership -- Promoting Autonomy -- Onboarding -- Decision-Making and Feedback -- Providing Feedback -- Intervention -- Rescue Versus Intrusion -- Coaching Versus Fixing -- Celebrating Success and Succession Planning -- Make Investing in Your Managers a Priority -- Managing the Wayward Manager -- Relinquish, Recalibrate, Redeploy -- Conclusion -- Pearls and Pitfalls -- References 13: Promoting Professionalism and Professional Accountability -- Introduction -- A Hypothetical Scenario -- The Project Bundle -- People -- Processes and Systems -- Application to Dr. A -- When Additional Help Is Needed -- Resources to Help Address Professionals' Needs -- Application to Dr. A -- Application to Dr. A -- Postscript -- Conclusion: Lessons for Leadership -- References -- 14: Creating a Culture of Inclusion Through Diversity and Equity -- Introduction -- Business Case for Equity, Diversity, and Inclusion -- Inclusive Leadership in Health Care -- Engagement: Relating to Others -- Enablement: Creating Environments for Others to Flourish -- Empowerment: Building Confidence and Communities -- Recognizing and Developing Talent -- Building a Culture of Inclusion -- Managing Inequities and Insensitivities -- Practical Applications -- Conclusion -- Pearls and Pitfalls -- References -- Recommended Readings and Resources -- Part III: Leadership -- 15: The Leadership Stance -- Introduction: Managing and Leading -- Gaining Willing Followers -- Vision or Goal -- Context or Situation -- Academic Leadership Case Study -- Teresa Sullivan, University of Virginia's First Female President -- Medical Leadership Case Study -- "Jennifer" -- Conclusion: Lessons for Academic Medical Leadership -- Pearls and Pitfalls -- References -- Recommended Resources -- 16: Leadership Presence -- Introduction -- The Art and Science of Noticing -- What Does a Leader with Presence "Look" Like? -- Actions -- Is Presence About Authenticity, Transparency, and Vulnerability? -- Is Leadership Presence About Having Charisma? -- Slow Down to Be in the Moment -- Pearls and Pitfalls -- Conclusion -- References -- Suggested Readings -- 17: Forming-and Reforming-Workplace Culture -- Introduction -- Cultures Form Us -- Leader as Student of Culture -- Observing and Asking -- Articulating Forming and Reforming Your Culture -- Who? -- When? -- Why? -- How? -- Always Forming -- Conclusion -- Pearls and Pitfalls -- References -- Recommended Reading -- 18: Coaching and Mentoring -- Introduction: Our Future Demands More -- The Challenge: New Skills Are Needed -- Coaching and Mentoring Defined -- Similarities and Differences -- New Directions in Mentoring: Reverse Mentoring and Micro-Mentoring -- Reverse-Mentoring -- Micro-Mentoring -- The Democratization and Expansion of Coaching -- Benefits of Adopting Coaching in an Academic Medical Center -- The Mindset and Essence of Great Coaching -- Practical Coaching Tips You Can Use Today -- Conclusion -- Pearls and Pitfalls -- References -- Additional Resources -- 19: Leading Up -- Introduction -- Complexity in Leading Up -- Assess Before You Lead Up -- Perception -- Internal Decisions -- External Decisions -- Communication, Power, and Influence -- What If You Do Not Know What They Want or What They Are Thinking? -- Pearls and Pitfalls -- Conclusion -- Suggested Readings -- 20: Leading Without Line Authority -- Introduction -- Non-line Authority Leadership Is An Emergent Process -- Premised on Trust and New Relationships -- Distinguishing Characteristics of Non-line Authority Leaders -- Pearls and Pitfalls -- Conclusion -- Recommended Readings and Resources -- 21: Political Savvy -- Introduction: What Does Political Savvy Have to Do with Leadership? -- Political Behavior in the Organizational Landscape -- Core Strategy for Political Savvy: Discern, Navigate, Influence -- Discern -- Navigate -- Influence -- Two Common Errors Would-Be Leaders Make -- Savvy Leadership Skill Set: Lead Without Telling People What to Do -- Exemplify -- Acknowledge -- Articulate -- Frame -- Follow -- Facilitate -- Presence -- Pearls and Pitfalls -- Conclusion -- Additional Resource -- 22: Moral Courage Leading with Courage Leadership |
| title | Management and Leadership Skills for Medical Faculty and Healthcare Executives A Practical Handbook |
| title_auth | Management and Leadership Skills for Medical Faculty and Healthcare Executives A Practical Handbook |
| title_exact_search | Management and Leadership Skills for Medical Faculty and Healthcare Executives A Practical Handbook |
| title_exact_search_txtP | Management and Leadership Skills for Medical Faculty and Healthcare Executives A Practical Handbook |
| title_full | Management and Leadership Skills for Medical Faculty and Healthcare Executives A Practical Handbook |
| title_fullStr | Management and Leadership Skills for Medical Faculty and Healthcare Executives A Practical Handbook |
| title_full_unstemmed | Management and Leadership Skills for Medical Faculty and Healthcare Executives A Practical Handbook |
| title_short | Management and Leadership Skills for Medical Faculty and Healthcare Executives |
| title_sort | management and leadership skills for medical faculty and healthcare executives a practical handbook |
| title_sub | A Practical Handbook |
| topic | Leadership |
| topic_facet | Leadership |
| work_keys_str_mv | AT vieraanthonyj managementandleadershipskillsformedicalfacultyandhealthcareexecutivesapracticalhandbook AT kramerrob managementandleadershipskillsformedicalfacultyandhealthcareexecutivesapracticalhandbook |