Clinical leadership and teamwork improve the quality, safety, and cost-effectiveness of healthcare delivery. Due to this, a growing number of healthcare systems are requiring their clinicians to participate in formal leadership training programs, but instructors face the challenge of how to successfully develop and measure these programs. Preparing Physicians to Lead in the 21st Century provides innovative insights into improving healthcare delivery and the impact of formal leadership training on the personal and professional life of medical professionals. It examines the form, function, and design of clinical leadership programs and their relationships to value-based decision making and creating a successful organized learning climate. Highlighting topics such as program assessment, cohort relationships, and clinical leadership standards, this book is designed for educators, instructional designers, medical professionals, researchers, and academicians.

Since 1987 this book has helped and inspired physicians at all stages of their careers to get the most out of their professional and personal lives. Phil R. Manning and Lois DeBakey are pre-eminent medical educators, who seek, in their own work and through this book, to redirect the focus of continuing medical education from the classroom to more creative methods. Their approach is based on the physician's specific clinical practice, thus making continuing medical education more likely to improve patient care. Manning and DeBakey have completely revised and updated this second edition to reflect significant changes in how master physicians use information technology to keep abreast of exploding new medical information. This edition also addresses how professionals are coping with changes in the practice of medicine effected by managed care. All -new Reflections and Personal Essays from some of the most important names in medicine provide perspicacity, wisdom, and above all practical insight into the many facets of medical practice. Through the eyes of these celebrated figures, readers will find ways of making their work both more effective and more enjoyable. This one-of-a-kind book will fascinate physicians, residents, and medical students seeking to preserve and enhance their passion for medicine.

Increasingly, physicians are leveraging their medical training and expertise to pursue careers in non-traditional arenas. Their goals are diverse: · Explore consulting as a way to improve patient care · Lay the foundation for a career in academic medicine · Provide leadership in healthcare · Strengthen ties between a clinic and the community · Broaden one’s experience as a medical student · As a journalist or writer, open a window onto medicine for non-experts Some physicians will pursue another degree, while others may not, in anticipation of moving into public service, business, education, law, or organized medicine. Their common ground is the desire to enhance their professional fulfillment. Drs. Urman and Ehrenfeld’s book features individual chapters on the wide array of non-traditional careers for physicians, each one written by an outstanding leader in medicine who him- or herself has successfully forged a unique career path. A final chapter brings together fascinating brief profiles – “case studies” – of physicians who have distinguished themselves professionally outside of traditional settings. Suitable for readers at any point in their medical career – practitioners, fellows, residents, and medical students – who want to explore possibilities beyond traditional medical practice, the book also sets out common-sense advice on topics such as work-life balance, mentorship, and the relationship between personality and job satisfaction.

The Institute of Medicine study Crossing the Quality Chasm (2001) recommended that an interdisciplinary summit be held to further reform of health professions education in order to enhance quality and patient safety. Health Professions Education: A Bridge to Quality is the follow up to that summit, held in June 2002, where 150 participants across disciplines and occupations developed ideas about how to integrate a core set of competencies into health professions education. These core competencies include patient-centered care, interdisciplinary teams, evidence-based practice, quality improvement, and informatics. This book recommends a mix of approaches to health education improvement, including those related to oversight processes, the training environment, research, public reporting, and leadership. Educators, administrators, and health professionals can use this book to help achieve an approach to education that better prepares clinicians to meet both the needs of patients and the requirements of a changing health care system.

This bounded case study explored ten purposefully selected physician participants' perceptions of the effectiveness of an eight session, two year in-house physician leadership development program at a major Academic Medical Center (AMC) in the Midwest. While physicians are generally educated to care for patients in their specialty area, reforms necessitate the need for physician leadership involvement in metric tracking by healthcare organizations in order to provide a focus on quality patient care and safety. Participants indicated finding the course effective, especially the negotiations and finance modules. These modules provided new language, a better understanding of processes and an opportunity to develop skills through interactive class exercises such as case studies. Participants described an increased self-awareness of their interpersonal skills and expressed a desire for greater exposure to emotional intelligence principles. Participants experienced a transformational shift in how they constructed their identity as a physicians and leaders, and questioned assumptions about the physician's role in healthcare. While effective in initiating a process of exploration, this course was not sufficient to meet the goals and objectives of the program. Therefore, recommendations for the advanced course included a focus on leadership competencies identified by Dye and Garman (2006) as cited by Dye and Sokolov (2013), emotional intelligence, and transformational leadership.