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Learning to Lead in the Academic Medical Center

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Cover of 'Learning to Lead in the Academic Medical Center'

Table of Contents

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    Book Overview
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    Chapter 1 The AMC: The Formal and Informal Organization
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    Chapter 2 Culture Is King
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    Chapter 3 Authority Is Earned, Not Bestowed
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    Chapter 4 Personality Traits and Leadership
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    Chapter 5 Managing Personality Disorders in the Workplace
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    Chapter 6 The Importance of Emotional Intelligence
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    Chapter 7 Getting Started the Right Way
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    Chapter 8 Negotiation
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    Chapter 9 Recruitment: Negotiation in Action
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    Chapter 10 Conflict Resolution: Making Friends with Conflict
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    Chapter 11 Mastering the Art of Persuasion
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    Chapter 12 Running a Meeting
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    Chapter 13 Making Good Decisions
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    Chapter 14 Stimulating Change Without Enduring a Coup
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    Chapter 15 A Final Word to Applicants and Search Committees: Picking the Right People for Leadership Roles the First Time
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    Chapter 16 Strategic Planning/Outside Consultants: Power and Authority, Vertical Hierarchies, and the Informal Organization
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    Chapter 17 Dr. Newby: Change, Getting Started, and Your Baby Is Ugly
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    Chapter 18 Dr. Worksalot: Personality and Getting Started
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    Chapter 19 Negotiating for a Center Director
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    Chapter 20 Dr. Un Settled: Negotiation and Middle-Age Dysphoria
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    Chapter 21 Dr. Green, Conflict Resolution, and Managing Up and Down
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    Chapter 22 Drs. Rich and Pure: Conflict of Interest (COI) and Creating School-Wide Policies
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    Chapter 23 Budget Cuts and Managing Bad News and Incentivizing Faculty
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    Chapter 24 A “No-Brainer”: Dr. Virtue Comes to State University Medical Center
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    Chapter 25 Strategic Planning/Outside Consultants: Power and Authority, Vertical Hierarchies, and the Informal Organization
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    Chapter 26 Dr. Newby: Change, Getting Started, and Your Baby Is Ugly
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    Chapter 27 Dr. Worksalot: Personality and Getting Started
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    Chapter 28 Negotiating for a Center Director
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    Chapter 29 Dr. Un Settled: Negotiation and Middle-Age Dysphoria
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    Chapter 30 Dr. Green, Conflict Resolution, and Managing Up and Down
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    Chapter 31 Drs. Rich and Pure: Conflict of Interest (COI) and Creating School-Wide Policies
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    Chapter 32 Budget Cuts and Managing Bad News and Incentivizing
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    Chapter 33 A “No-Brainer”: Dr. Virtue Comes to State University Medical Center
Overall attention for this book and its chapters
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Title
Learning to Lead in the Academic Medical Center
Published by
Springer International Publishing, January 2015
DOI 10.1007/978-3-319-21260-9
ISBNs
978-3-31-921259-3, 978-3-31-921260-9
Authors

Houpt, Jeffrey L., Gilkey, Roderick W, Ehringhaus, Susan H., Jeffrey L. Houpt, Roderick W Gilkey, Susan H. Ehringhaus

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X Demographics

The data shown below were collected from the profiles of 2 X users who shared this research output. Click here to find out more about how the information was compiled.
Mendeley readers

Mendeley readers

The data shown below were compiled from readership statistics for 13 Mendeley readers of this research output. Click here to see the associated Mendeley record.

Geographical breakdown

Country Count As %
United States 1 8%
Unknown 12 92%

Demographic breakdown

Readers by professional status Count As %
Student > Bachelor 3 23%
Student > Ph. D. Student 2 15%
Lecturer 1 8%
Student > Doctoral Student 1 8%
Other 1 8%
Other 3 23%
Unknown 2 15%
Readers by discipline Count As %
Medicine and Dentistry 4 31%
Business, Management and Accounting 4 31%
Veterinary Science and Veterinary Medicine 2 15%
Psychology 1 8%
Chemistry 1 8%
Other 0 0%
Unknown 1 8%