Learning to Lead in the Academic Medical Center A Practical Guide
This compelling title is a comprehensive, practical guide for current and aspiring leaders in academic medical centers (AMC). Offering both a broad overview of the dynamics of the AMC and a detailed “how-to” set of instructions for the wide-ranging
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Learning to Lead in the Academic Medical Center
Jeffrey L. Houpt • Roderick W. Gilkey Susan H. Ehringhaus
Learning to Lead in the Academic Medical Center A Practical Guide
Jeffrey L. Houpt, MD Dean Emeritus, University of North Carolina School of Medicine CEO, Emeritus, University of North Carolina Health Care System Chapel Hill, NC, USA Susan H. Ehringhaus, JD Senior Manager, Office for Interactions with Industry Partners HealthCare Boston, MA, USA
Roderick W. Gilkey, PhD Professor in the Practice of Organization & Management Goizueta Business School Professor of Psychiatry and Behavioral Sciences Emory University School of Medicine Atlanta, GA, USA
ISBN 978-3-319-21259-3 ISBN 978-3-319-21260-9 DOI 10.1007/978-3-319-21260-9
(eBook)
Library of Congress Control Number: 2015946606 Springer Cham Heidelberg New York Dordrecht London © Springer International Publishing Switzerland 2015 This work is subject to copyright. All rights are reserved by the Publisher, whether the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilms or in any other physical way, and transmission or information storage and retrieval, electronic adaptation, computer software, or by similar or dissimilar methodology now known or hereafter developed. The use of general descriptive names, registered names, trademarks, service marks, etc. in this publication does not imply, even in the absence of a specific statement, that such names are exempt from the relevant protective laws and regulations and therefore free for general use. The publisher, the authors and the editors are safe to assume that the advice and information in this book are believed to be true and accurate at the date of publication. Neither the publisher nor the authors or the editors give a warranty, express or implied, with respect to the material contained herein or for any errors or omissions that may have been made. Printed on acid-free paper Springer International Publishing AG Switzerland is part of Springer Science+Business Media (www.springer.com)
Foreword: Leadership Really Matters
If there is one thing that is evident from my more than 100 visits to academic health centers in the USA and around the world, it is the importance of leadership. I have seen leaders succeed and fail—and many who struggle. As I have gotten to know a good portion of them on a personal level, I have learned a lot about leadership skills as well as the process that brought them to leadership positions. Because academic health centers are complex institutions facing a highly challenging environment, with big budgets and many moving parts—not to mention egos—a high level of leadership skill is required. The necessary skill sets for these positions are usually discussed in broad general terms, such as “has vision,” “is a good communicator,” “works well with others,” and so forth. But the tools to assess these characteristics, much less nurture them in potential leaders
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