Learning to Lead in the Academic Medical Center

Jeffrey L. Houpt, MDDean Emeritus, University of North Carolina School of MedicineCEO, Emeritus, University of North Carolina Health Care SystemChapel Hill, NCRoderick W. Gilkey, Ph.D.Professor, Practice of Organization & ManagementDepartment of Organization and Management,Goizueta Business School: Psychiatry and Behavioral SciencesEmory School of MedicineAtlanta, GASusan H. Ehringhaus, JDSenior Manager, Office for Interactions with IndustryPartners HealthcareBoston, MA

• 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.

"Those serving in senior academic leadership roles in AMCs, those who aspire to be a dean of a medical school, deans at varying stages of their dean maturation, consultants who interface with AMCs, and operational leaders who enter AMCs from business sector leadership positions may find this volume particularly helpful in creating a framework to think through the situations that are not predictable but will definitely surface during their service tenure." (Patrick O. Smith, PsycCRITIQUES, Vol. 61 (17), April, 2016)