Pearls for Leaders in Academic Medicine / Edition 1

by Emery A Wilson, Jay A. Perman, D. Clawson

Overview

“Pearls for Leaders in Academic Medicine” is a collection of concise bits of advice for medical school administrators on how to manage the challenges of playing a leadership role. The book covers topics ranging from how to negotiate the terms of a contract once you have accepted an administrative position, to broaching difficult subjects like termination, to managing budget crises. The authors have several years of experience as leaders in academic medicine and each “pearl” is the product of their practical expertise.

The book is formatted in a way that anyone who has gone to medical school will appreciate. Providing short, to-the-point answers to specific questions without the hassle of having to sort through unnecessary information. The “pearls” format is ideal for the busy faculty member who does not have time to waste.

Humorous and easily accessible, “Pearls for Leaders in Academic Medicine” is an invaluable resource for deans, department chairs, section chiefs and other senior level medical school administrators. However, it also provides insight for those considering a career as a leader in academic medicine, allowing them the benefit of advice from experienced leaders.

Product Details

ISBN-13:	9780387771137
Publisher:	Springer New York
Publication date:	05/19/2008
Edition description:	2008
Pages:	72
Product dimensions:	4.80(w) x 7.80(h) x 0.40(d)

About the Author

Dr. Wilson is the director of the Office of Health Research and Development and dean emeritus of the UK College of Medicine. He has earned a national reputation for his work as a reproductive endocrinologist. In 1985, one of his patients had Kentucky’s first successful pregnancy by in vitro fertilization. He is the author of more than 130 articles and abstracts and has published four books.

Wilson was dean of the College of Medicine for 17 years. Under his direction, the College of Medicine became nationally recognized for educational innovations.

After completing a residency in obstetrics and genecology and serving in the U.S. Air Force, he held a faculty position and a fellowship in reproductive endocrinology at Harvard Medical School. He returned to the University of Kentucky College of Medicine faculty in 1976. He is professor of obstetrics and gynecology in addition to his administrative duties.

He has served on the executive council of the Association of American Medical Colleges and the Counsel of Deans Administrative Board. He is a Diplomat of the American Board of Obstetrics and Gynecology and is a member of many societies, including the American Medical Association, the Kentucky Medical Association, Society for Gynecologic Investigation, and the Royal Society of Medicine.

Table of Contents

Preparing to be a Medical School Leader.- Negotiating a Contract.- Dispelling the Myths of Academic Medicine.- Adjusting to the Position.- Realizing that Education is the Priority.- Developing and Growing Research.- Caring for Others.- Keeping an Eye on the Money.- Managing a Financial Crisis.- Managing Organizational Change.- Relating to Faculty and Students.- Relating to the Media.- Connecting to the Community.- Talking About Things We Don't Like to Talk About.- Applying Management Principles to Academic Leadership.

Editorial Reviews

Reviewer: David James Dries, MSE, MD (Regions Hospital)
Description: This is a small pocket guide of succinct advice for physicians in leadership positions in academic medicine.
Purpose: An overview of expectations and leadership strategies in academic medicine is provided.
Audience: Physicians and surgeons preparing for academic practice or anticipating a leadership role in academic practice are an appropriate audience for this work originating from senior leaders at the University of Kentucky College of Medicine.
Features: Fifteen brief chapters are organized to provide insight into the sequence of events associated with climbing the leadership ladder in academic departments or the broader medical school hierarchy. After a discussion of preparation for leadership, the book covers contract negotiation, initial adjustment, education and research priorities, fiscal management, and relationships in and outside the medical school. Chapters are clearly written with bullet points highlighting key ideas, and boxed brief anecdotes that are sometimes humorous. There are minimal line drawings. Fewer than 20 source documents are listed on one page as references or selected readings, all of which come from the popular media or secondary literature. References date to within 2 to 3 years of publication. The table of contents lists chapters by title while the subject index of four pages provides adequate access to content.
Assessment: This is the second presentation from this group of authors that summarizes basic problems and their solutions in academic medicine. Discussion is generic, thus any medical or surgical specialist could enjoy this work. This is an obvious quick read which effectively introduces the leadership process.

Doody's Review Service

From the reviews:

"This is a small pocket guide of succinct advice for physicians in leadership positions in academic medicine. ... Physicians and surgeons preparing for academic practice or anticipating a leadership role in academic practice are an appropriate audience ... . thus any medical or surgical specialist could enjoy this book." (David J. Dries, Doody's Review Service, December, 2008)

From the Publisher