Cultivating Leadership in Medicine
Edition: 2
Copyright: 2022
Pages: 326
Edition: 2
Copyright: 2022
Pages: 326
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Leadership is a core competency for all healthcare professionals. Leaders face complex challenges and will be called upon to lead at multiple levels. Medical professionals must be prepared for both the practice of medicine and the practice of leadership.
Cultivating Leadership in Medicine 2nd Edition continues to guide readers on the journey to discovering and practicing leadership skills in the world of medicine. Authors Joann Farrell Quinn and Bobbie Ann Adair White utilize a collection of readings to introduce the concept of leadership; help readers learn about personal development through emotional intelligence and social competencies; provide tools in navigating the organizational waters; and introduce examples of successful leadership skills training in medical education across the continuum. This edition also includes chapters on diversity in medicine and governance in medical education. The publication concludes with first-hand reflections from leaders in the field of medicine.
To aid in the comprehension of concepts taught, chapter outlines, graphics / charts, chapter summaries, references, personal development activities and reflections, and coaching materials are provided
About the Authors
About the Contributors
Section 1 Introduction to Leadership
Chapter 1 Leadership: Th e Why, What and How of Training Leaders in Medical Education
Catherine Florio Pipas, MD, MPH
Chapter 2 From Physician to Physician Leadership
Philip A. Cola, PhD
Section 2 Personal Development through Emotional Intelligence and Social Competencies
Chapter 3 Introduction to Emotional Intelligence
Joann Farrell Quinn, PhD, MBA and Bobbie Ann Adair White, EdD, MA
Chapter 4 Self-Awareness
Joe Doty, PhD and Bobbie Ann Adair White, EdD, MA
Chapter 5 Empathy and Social Awareness
Bobbie Ann Adair White, EdD, MA and Joann Farrell Quinn, PhD, MBA
Chapter 6 Positive Affect and Power and Influence
Leila E. Harrison, PhD, MA, MEd, David H. Garcia, MEd, and Alejandro C. Arroliga, MD, MS
Chapter 7 Conflict Management
Joann Farrell Quinn, PhD, MBA and Bobbie Ann Adair White, EdD, MA
Chapter 8 Effective Communication in Medicine
Neil E. Grunberg, PhD and Erin S. Barry, MS
Chapter 9 Coaching and Mentoring
Amy Smith, PhD and Kira Zwygart, MD, FAAFP
Chapter 10 Renewal and Resilience—Preventing Burnout and Encouraging Healthy Practices
Catherine Florio Pipas, MD, MPH and Jeffrey Levy, MD
Section 3 Navigating the Organizational Waters
Chapter 11 Healthcare Teams: Leaders, Followers, and Teams as a System
Erin S. Barry, MS and Neil E. Grunberg, PhD
Chapter 12 Diversity, Equity, Inclusion, Justice, and Belonging: A Critical Imperative for Leaders
Dave McIntosh, PhD, MA; Jennifer Schaal, MD; Artina Dawkins, PhD; and Brenda Latham-Sadler, MD
Chapter 13 Leading Change
Sarah E. Hoffe, MD and Austin J. Sim, MD, JD
Chapter 14 Governance in Medical Education and Medicine
Bryan Bognar, MD., Steven Specter, PhD, and Paul Wallach, M.D
Section 4 Examples of Programs Teaching Leadership in Medical Education across the Continuum
Chapter 15 Uniformed Services University School of Medicine Leader Development Program
Erin S. Barry, MS, Neil E. Grunberg, PhD, and John E. McManigle, MD
Chapter 16 University of South Florida Morsani College of Medicine SELECT Program: Preparing Students to Become Physician Leaders Who Can Accelerate Change in Healthcare
Jeanne Jacoby, MD, Joann Farrell Quinn, PhD, MBA, Deborah DeWaay, MD, Amy Smith, PhD, and Kira Zwygart, MD
Chapter 17 Coaching in University of South Florida SELECT Program
Amy Smith, PhD and Kira Zwygart, MD, FAAFP
Chapter 18 Experience with Healthcare Leader Development at Cleveland Clinic
Tracy H. Porter, PhD and James K. Stoller, MD, MS
Chapter 19 The University of Michigan Medical School Leadership Development Program
Nell Kirst, MD and Brian J. Zink, MD
Chapter 20 How the Duke School of Medicine Educates and Develops Physician Leaders
Dean Taylor, MD and Joe Doty, PhD
Chapter 21 Vanderbilt University School of Medicine Approach to Leadership Development
Elizabeth Ann Yakes, MD and William B. Cutrer, MD, MEd
Chapter 22 The Aventura Leadership Experience
Miriam Zylberglait Lisigurski, MD, FACP, Carmen Cartwright, MD, Carmen Elena Cervantes, MD, and Nader Lamaa, MD
Chapter 23 Elson S. Floyd College of Medicine at Washington State University: Leadership in the Curriculum
John Tomkowiak, MD, MOL and Jeff Haney, MD
Section 5 Reflections from Leaders
Chapter 24 Catalytic Conversations
Deborah DeWaay, MD and Shane Puckett, EdD
Chapter 25 Leading within a Culture of Authenticity
John Couris Appendices
Appendix 1 Personal Development Activities and Reflections
Appendix 2 Coaching Materials
Index
Joann Farrell Quinn is an associate professor in the University of South Florida Morsani College of Medicine and the Muma College of Business and is the Academic Director of the TGH-USF People Development Institute.
Dr. Quinn’s research and teaching focuses on emotional and social competencies, leadership, and the social construction of identity.
Dr. Quinn is also active in medical education leadership and was the founding convener of a special interest group, Innovation and Leadership in Medical Education, within the American Association of Medical Colleges (AAMC) Southern Group on Educational Aff airs (SGEA).
Prior to returning to school to pursue a Masters and Doctorate, Dr. Quinn worked domestically and internationally in the capital markets and investment management industry for a decade, and is a past president of the Security Traders Association of Florida.
Dr. Quinn earned a PhD from the Weatherhead School of Management at Case Western Reserve University with a focus in Organizational Behavior, a Master in Business Administration (MBA) with a concentration in Organization and Management from the Whitman School of Management at Syracuse University, and a Bachelor of Arts (BA) in Political Science from the University of Rochester.
Dr. Quinn is also a Pilates junkie, lover of good (great) wine and food, wife to Harold (“Q”), and mother to one human child (Ean, currently 10), three rescue dogs (all under 7 pounds), and two rescue cats (much larger than 7 pounds).
Bobbie Ann (BA) is a medical educator, career coach, and consultant. She currently serves as a core faculty member for the leadership track in both the MS and PhD programs for Health Professions Education programs at Massachusetts General Hospital’s (MGH) Institute of Health Professions. She also serves as leadership faculty in the Department of Surgery at Baylor Scott and White Health in Temple, Texas.
Acting as a learning mediator and coach, BA teaches in the following content areas: conflict management, leadership, feedback, cultural humility, emotional intelligence, educational administration, and health professions education. She questions assumptions and conclusions, assisting individuals in deepening their knowledge and understanding. Ultimately, her passion is to help others achieve their goals, which drives the majority of her work. In that quest, she has helped publish in the areas of teams in medicine, leadership in medicine, and other medical education topics such as coauthoring the book, Guide to Becoming a Physician. The text was written for premedical students and is incorporated into the curriculum at Baylor University with the purpose of encouraging critical thinking about the journey to becoming a physician.
Her formal education consists of a bachelor of arts in psychology with a minor in sociology, a master of arts in industrial and organizational psychology, and a doctorate in educational administration (leadership) with a dissertation entitled “Conflict Management Education as a tool for Leadership Development in the Intensive Care Unit.”
In addition to Dr. White’s professional roles, she is active in her community, serving on the Board of Trustees for Salado Independent School District. And, she often says that she is married to medicine, as her husband is a physician leader in Temple, Texas. They share two children, JuliAnn and Preston, two puppies Boston and Fenway and a rescue cat named Kristoff.
Leadership is a core competency for all healthcare professionals. Leaders face complex challenges and will be called upon to lead at multiple levels. Medical professionals must be prepared for both the practice of medicine and the practice of leadership.
Cultivating Leadership in Medicine 2nd Edition continues to guide readers on the journey to discovering and practicing leadership skills in the world of medicine. Authors Joann Farrell Quinn and Bobbie Ann Adair White utilize a collection of readings to introduce the concept of leadership; help readers learn about personal development through emotional intelligence and social competencies; provide tools in navigating the organizational waters; and introduce examples of successful leadership skills training in medical education across the continuum. This edition also includes chapters on diversity in medicine and governance in medical education. The publication concludes with first-hand reflections from leaders in the field of medicine.
To aid in the comprehension of concepts taught, chapter outlines, graphics / charts, chapter summaries, references, personal development activities and reflections, and coaching materials are provided
About the Authors
About the Contributors
Section 1 Introduction to Leadership
Chapter 1 Leadership: Th e Why, What and How of Training Leaders in Medical Education
Catherine Florio Pipas, MD, MPH
Chapter 2 From Physician to Physician Leadership
Philip A. Cola, PhD
Section 2 Personal Development through Emotional Intelligence and Social Competencies
Chapter 3 Introduction to Emotional Intelligence
Joann Farrell Quinn, PhD, MBA and Bobbie Ann Adair White, EdD, MA
Chapter 4 Self-Awareness
Joe Doty, PhD and Bobbie Ann Adair White, EdD, MA
Chapter 5 Empathy and Social Awareness
Bobbie Ann Adair White, EdD, MA and Joann Farrell Quinn, PhD, MBA
Chapter 6 Positive Affect and Power and Influence
Leila E. Harrison, PhD, MA, MEd, David H. Garcia, MEd, and Alejandro C. Arroliga, MD, MS
Chapter 7 Conflict Management
Joann Farrell Quinn, PhD, MBA and Bobbie Ann Adair White, EdD, MA
Chapter 8 Effective Communication in Medicine
Neil E. Grunberg, PhD and Erin S. Barry, MS
Chapter 9 Coaching and Mentoring
Amy Smith, PhD and Kira Zwygart, MD, FAAFP
Chapter 10 Renewal and Resilience—Preventing Burnout and Encouraging Healthy Practices
Catherine Florio Pipas, MD, MPH and Jeffrey Levy, MD
Section 3 Navigating the Organizational Waters
Chapter 11 Healthcare Teams: Leaders, Followers, and Teams as a System
Erin S. Barry, MS and Neil E. Grunberg, PhD
Chapter 12 Diversity, Equity, Inclusion, Justice, and Belonging: A Critical Imperative for Leaders
Dave McIntosh, PhD, MA; Jennifer Schaal, MD; Artina Dawkins, PhD; and Brenda Latham-Sadler, MD
Chapter 13 Leading Change
Sarah E. Hoffe, MD and Austin J. Sim, MD, JD
Chapter 14 Governance in Medical Education and Medicine
Bryan Bognar, MD., Steven Specter, PhD, and Paul Wallach, M.D
Section 4 Examples of Programs Teaching Leadership in Medical Education across the Continuum
Chapter 15 Uniformed Services University School of Medicine Leader Development Program
Erin S. Barry, MS, Neil E. Grunberg, PhD, and John E. McManigle, MD
Chapter 16 University of South Florida Morsani College of Medicine SELECT Program: Preparing Students to Become Physician Leaders Who Can Accelerate Change in Healthcare
Jeanne Jacoby, MD, Joann Farrell Quinn, PhD, MBA, Deborah DeWaay, MD, Amy Smith, PhD, and Kira Zwygart, MD
Chapter 17 Coaching in University of South Florida SELECT Program
Amy Smith, PhD and Kira Zwygart, MD, FAAFP
Chapter 18 Experience with Healthcare Leader Development at Cleveland Clinic
Tracy H. Porter, PhD and James K. Stoller, MD, MS
Chapter 19 The University of Michigan Medical School Leadership Development Program
Nell Kirst, MD and Brian J. Zink, MD
Chapter 20 How the Duke School of Medicine Educates and Develops Physician Leaders
Dean Taylor, MD and Joe Doty, PhD
Chapter 21 Vanderbilt University School of Medicine Approach to Leadership Development
Elizabeth Ann Yakes, MD and William B. Cutrer, MD, MEd
Chapter 22 The Aventura Leadership Experience
Miriam Zylberglait Lisigurski, MD, FACP, Carmen Cartwright, MD, Carmen Elena Cervantes, MD, and Nader Lamaa, MD
Chapter 23 Elson S. Floyd College of Medicine at Washington State University: Leadership in the Curriculum
John Tomkowiak, MD, MOL and Jeff Haney, MD
Section 5 Reflections from Leaders
Chapter 24 Catalytic Conversations
Deborah DeWaay, MD and Shane Puckett, EdD
Chapter 25 Leading within a Culture of Authenticity
John Couris Appendices
Appendix 1 Personal Development Activities and Reflections
Appendix 2 Coaching Materials
Index
Joann Farrell Quinn is an associate professor in the University of South Florida Morsani College of Medicine and the Muma College of Business and is the Academic Director of the TGH-USF People Development Institute.
Dr. Quinn’s research and teaching focuses on emotional and social competencies, leadership, and the social construction of identity.
Dr. Quinn is also active in medical education leadership and was the founding convener of a special interest group, Innovation and Leadership in Medical Education, within the American Association of Medical Colleges (AAMC) Southern Group on Educational Aff airs (SGEA).
Prior to returning to school to pursue a Masters and Doctorate, Dr. Quinn worked domestically and internationally in the capital markets and investment management industry for a decade, and is a past president of the Security Traders Association of Florida.
Dr. Quinn earned a PhD from the Weatherhead School of Management at Case Western Reserve University with a focus in Organizational Behavior, a Master in Business Administration (MBA) with a concentration in Organization and Management from the Whitman School of Management at Syracuse University, and a Bachelor of Arts (BA) in Political Science from the University of Rochester.
Dr. Quinn is also a Pilates junkie, lover of good (great) wine and food, wife to Harold (“Q”), and mother to one human child (Ean, currently 10), three rescue dogs (all under 7 pounds), and two rescue cats (much larger than 7 pounds).
Bobbie Ann (BA) is a medical educator, career coach, and consultant. She currently serves as a core faculty member for the leadership track in both the MS and PhD programs for Health Professions Education programs at Massachusetts General Hospital’s (MGH) Institute of Health Professions. She also serves as leadership faculty in the Department of Surgery at Baylor Scott and White Health in Temple, Texas.
Acting as a learning mediator and coach, BA teaches in the following content areas: conflict management, leadership, feedback, cultural humility, emotional intelligence, educational administration, and health professions education. She questions assumptions and conclusions, assisting individuals in deepening their knowledge and understanding. Ultimately, her passion is to help others achieve their goals, which drives the majority of her work. In that quest, she has helped publish in the areas of teams in medicine, leadership in medicine, and other medical education topics such as coauthoring the book, Guide to Becoming a Physician. The text was written for premedical students and is incorporated into the curriculum at Baylor University with the purpose of encouraging critical thinking about the journey to becoming a physician.
Her formal education consists of a bachelor of arts in psychology with a minor in sociology, a master of arts in industrial and organizational psychology, and a doctorate in educational administration (leadership) with a dissertation entitled “Conflict Management Education as a tool for Leadership Development in the Intensive Care Unit.”
In addition to Dr. White’s professional roles, she is active in her community, serving on the Board of Trustees for Salado Independent School District. And, she often says that she is married to medicine, as her husband is a physician leader in Temple, Texas. They share two children, JuliAnn and Preston, two puppies Boston and Fenway and a rescue cat named Kristoff.