Leadership in Veterinary Medicine

Name: Leadership in Veterinary Medicine
Brand: Jossey-Bass
Price: 44.99 EUR
Availability: OnlineOnly

Clive Elwood(Autor*in)

Jossey-Bass (Verlag)

1. Auflage

Erschienen am 2. Dezember 2021

272 Seiten

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978-1-119-74979-0 (ISBN)

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Beschreibung

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Inhalt

Cover
Title Page
Copyright Page
Contents
Acknowledgements
Foreword
Part I Foundations of Veterinary Leadership
Chapter 1 Introduction
1.1 What Is Leadership, and Why Do We Need a Book on Veterinary Leadership?
1.2 My Leadership Experiences
1.3 My Approach
1.4 Who Is the Book for?
1.5 How to Use This Book
1.6 What Is 'Good Enough'?
Questions
Further Reading
References
Chapter 2 Veterinary Leadership in Context
2.1 Introduction
2.2 Complex Systems and Wicked Problems
2.3 What Is a Profession?
2.4 The History of the Veterinary Profession
2.5 What Are the Veterinary Professions, and What Are They for?
2.6 Uncertainties of Role and Identity
2.7 Professional Archetypes
2.8 Why Is Leadership Important in the Veterinary Professions?
2.9 Veterinary Teams
2.10 What Difference Does Leadership Make?
2.11 The Discipline of 'Leadership' in Veterinary Medicine
2.12 The Future of Leadership in Veterinary Medicine
2.13 Conclusion
Questions
Further Reading
References
Chapter 3 Leadership Repertoires
3.1 Introduction
3.2 Cognitive Competencies
3.3 Emotional Competencies
3.4 Intuition
3.5 Conclusion
Questions
Further Reading
References
Chapter 4 Self-Leadership
4.1 Introduction
4.2 Self-Awareness
4.3 How Do Others See Your Leadership?
4.4 How Do you Want Others to See Your Leadership?
4.5 Self-Motivation
4.6 Self-Regulation
4.7 Leadership Traps and Shadows
4.8 Self-Development
4.9 Self-Care
4.10 Conclusion
Questions
Further Reading
References
Chapter 5 Veterinary Professionals and Leadership
5.1 Are Veterinary Professionals Different?
5.2 The Leadership-Followership Dynamic
5.3 What Do Veterinary Professionals Want from Leadership?
5.4 It's Not Just the Veterinary Professionals
5.5 Conclusion
Questions
Further Reading
References
Chapter 6 Analysing Organisations
6.1 Introduction
6.2 Why Do Organisations Differ?
6.3 How Organisations Differ
6.4 Analysing Organisations
6.5 How Do Organisations Develop?
6.6 Leadership and the Organisational Context
6.7 Conclusion
Questions
Further Reading
References
Chapter 7 Understanding Strategy
7.1 Introduction
7.2 Strategy Now
7.3 Strategy Then?
7.4 Strategy How?
7.5 Conclusion
Questions
Further Reading
References
Chapter 8 Communicating and Engaging
8.1 Introduction
8.2 How Do We Communicate?
8.3 What You Want to Say Is Not (Necessarily) What I Hear
8.4 Types of Communication
8.5 If You Want to Be Heard, First Listen
8.6 Asking Great Questions
8.7 Think About Your Intended Audience
8.8 What Message Is Received?
8.9 Putting It Together
8.10 Engagement and Authenticity
8.11 What If They Don't Want to Listen?
8.12 Negotiation
8.13 Conflict and Conflict Management Styles
8.14 Mediation
8.15 Difficult Conversations
8.16 Conclusion
Questions
Further Reading
References
Chapter 9 Creating Effective Teams
9.1 Introduction
9.2 Who Is the Team?
9.3 What Is the Shared Purpose?
9.4 Shared Leadership
9.5 Relational Team Leadership
9.6 Creating the Right Team Environment
9.7 Task Leadership
9.8 If, and When, to Intervene
9.9 Team Maintenance
9.10 When Teams End
9.11 Conclusion
Questions
Further Reading
References
Chapter 10 Leadership and Change
10.1 What Is Change?
10.2 Systemic Perspectives on Change
10.3 Psychological Aspects of Change
10.4 Change Leadership
10.5 Adoption and Diffusion of Change
10.6 Conclusion
Questions
Further Reading
References
Chapter 11 Remote and Virtual Leadership
11.1 Introduction
11.2 Definitions
11.3 Considerations for Remote Leadership
11.4 Remote Leadership Tasks
11.5 Considerations for Virtual Leadership
11.6 Virtual Leadership Tasks
11.7 Informal Virtual Leadership
11.8 Hybrid Models
11.9 Conclusion
Questions
Further Reading
References
Chapter 12 Leadership and Development
12.1 Introduction
12.2 What Are You Developing?
12.3 Does Leadership Development Work?
12.4 Engagement and Motivation to Develop Leadership
12.5 Developing a Leadership Identity
12.6 Kolb Experiential Learning Cycle
12.7 Creating a Feedback Culture
12.8 Choices for Leadership Development
12.9 Succession Planning
12.10 Conclusion
Questions
Further Reading
References
Chapter 13 Leadership in Practise
13.1 Introduction
13.2 Choose Your Behaviours
13.3 Be Brave and Authentic
13.4 Be Decisive and Assertive
13.5 Be Honest, Fair, and Transparent
13.6 Have Integrity and Trustworthiness
13.7 Own Your Failures
13.8 Be Grateful and Positive
13.9 Understand the Organisation
13.10 Get to Know the People
13.11 Think of the Group
13.12 Align and Create Direction
13.13 Trust
13.14 Empower
13.15 Nurture
13.16 Protect
13.17 Be Tough on Standards and Kind to People
13.18 Connect
13.19 Make Time
13.20 Follow
13.21 Accept Messiness and Dance with Complexity
13.22 Conclusion
Questions
Further Reading
References
Part II Veterinary Leadership Scenarios
Scenario 1 A Thief in the House?
Scenario 2 A Failed Strategy?
Scenario 3 'What Do You Think You Are Doing'?
Scenario 4 At Last, a Proper Lunch Break!
Scenario 5 Not a Trivial Matter
Scenario 6 Convincing the Board
Scenario 7 A Tough First Time
Scenario 8 A New Broom?
Scenario 9 A Bit of a Beef
Scenario 10 Into the Lion's Den
Scenario 11 Our Planet Is at Stake!
Scenario 12 Creating a New Future
Scenario 13 On the Horns of a Dilemma
Appendix A Behavioural Drivers Questionnaire
Index
EULA

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