Learning to Lead in the Academic Medical Center

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 situations that demand skilled leadership, this expertly designed volume is filled with meaningful examples and insights. Learning to Lead in the Academic Medical Center: A Practical Guide consists of five parts. The first three sections are narrative and intended to help the reader become a better leader. The first section looks at the AMC as a social system and emphasizes an understanding of group dynamics. The second section discusses the critical role of personality, while the third covers all the necessary leadership skill sets such as negotiation, persuasion, conflict resolution, running a meeting, and so on. The fourth section is a fascinating series of case vignettes to solve based on the material that preceded it. The final section provides a set of highly instructional solutions to those cases. An indispensable reference authored by three highly accomplished leaders in the field, Learning to Lead in the Academic Medical Center: A Practical Guide will be of great interest to all physicians and trainees who seek a comprehensive yet handy resource on the need-to-know basics of success in the AMC environment.

• Academic Medical Center
• Conflict resolution
• Personality disorders
• Recruitment
• leadership

“Learning to Lead in the Academic Medical Center is enjoyable to read, particularly given the large number of case vignettes and descriptions of Dr. Houpt’s personal experiences as both a chair and a dean. In addition, the entire last section of the book contains cases for discussion, each followed by questions meant to illicit discourse. … Learning to Lead in the Academic Medical Center is full of valuable pearls for almost all academic physicians.” (Mary Morreale, Academic Psychiatry, Vol. 41, 2017)

“Those serving in senior academic leadership roles in AMCs, those who aspire to be a dean of a medical school, deans at varying stages of their dean maturation, consultants who interface with AMCs, and operational leaders who enter AMCs from business sector leadership positions may find this volume particularly helpful in creating a framework to think through the situations that are not predictable but will definitely surface during their service tenure.” (Patrick O. Smith, PsycCRITIQUES, Vol. 61 (17), April, 2016)

• University of North Carolina School of Medicine, Chapel Hill, USA

  Jeffrey L. Houpt

• Goizueta Business School and Department, Emory University School of Medicine, Atlanta, USA

  Roderick W Gilkey

• Office for Interactions with Industry, Partners HealthCare, Chapel Hill, USA

  Susan H. Ehringhaus

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

Roderick W. Gilkey, Ph.D.

Professor, Practice of Organization & Management

Department of Organization and Management,

Goizueta Business School: Psychiatry and Behavioral Sciences

Emory School of Medicine

Atlanta, GA

Susan H. Ehringhaus, JD

Senior Manager, Office for Interactions with Industry

Partners Healthcare

Boston, MA

Policies and ethics