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This practical, insightful title is a must read for anyone interested in or recently appointed to a leadership role in an academic medical center. Taking the Lead: A Guide for Emerging Leaders in Academic Medical Centers represents the highly accomplished authors' more than 60 years of collective insights about leadership and leading effectively in an academic medical center environment.
The authors present creative and highly applicable themes synthesized from their knowledge, career experiences, unique reflections, practice, mistakes, and observations of successful (and not so successful) leaders. The result is a book of leadership wisdom - a wealth of ideas, concepts, and insights to inform the reader's career journey and to become the best leader they can be.
Organized in five parts, this work examines the successful leadership transition in the unique (and sometimes perplexing) academic medical center environment. Informal, conversational in tone, and often engagingly humorous, Taking the Lead: A Guide for Emerging Leaders in Academic Medical Centers represents a concise and invaluable introductory read for the next generation of leaders, as well as a helpful resource for experienced healthcare leaders.
Rob Kramer
Founder and CEO
Kramer Leadership
Rob@KramerLeadership.com
Kyle P. Meyer, PhD, MS, PT, FASAHP
Dean
College of Allied Health Professions
University of Nebraska Medical Center
Omaha, NE 68198-4000
Chapter 1 . Introduction: Why You Should Read this Book.- Part I: Leadership in the Academic Medical Center: Insights and Perspectives.- Chapter 2. The Milieu of the Academic Medical Center.- Chapter 3. Transitioning to Leadership in the Academic Medical Center: Conceptual Considerations.- Chapter 4. Transitioning to Leadership in the Academic Medical Center: Practical Considerations.-mChapter 5. Strengths and Motivations of the Leader.-Chapter 6. The Work of Leading in the Academic Medical Center.- Part II: Deciding About Decision-Making.- Chapter 7. The Multiple Dimensions of Decision-Making in the Academic Medical Center.- Chapter 8. Making Leadership Decisions versus Clinical Decisions.- Chapter 9. Getting Comfortable with the "Limits" of Decision-Making.- Chapter 10. Decisions about Your Academic Medical Center Career Trajectory.- Part III: It's the Little (or not so little) Things.- Chapter 11. Leading by Following.- Chapter 12. Understanding (and Following) the Academic Medical Center's "Chain of Command" .- Chapter 13. The Value of "Invisible" Leadership.- Chapter 14. The Leader's Role in Academic Medical Center Philanthropy.- Chapter 15. Accreditation: The Regulatory "Lifeblood" of the Academic Medical Center.- Part IV: Leadership Challenges & Challenges to Leadership.- Chapter 16. Leading Change in the Academic Medical Center.- Chapter 17. Leading Conflict Resolution.- Chapter 18. Crisis Leadership in the Academic Medical Center.- Chapter 19. Betrayal: Such is the Life of a Leader.- Part V: Epilogue.- Chapter 20. You Can't Lead if You Don't Take Care of Yourself.
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