Surgical Mentorship and Leadership (eBook)

Charles R. Scoggins MD MBAProfessor and Vice-Chair for Operations & Finance Hiram C. Polk, Jr., M.D. Dept. of SurgeryDivision of Surgical Oncology University of LouisvilleRaphael E. Pollock, MD, PhD, FACSProfessor and Director, Division of Surgical OncologyKathleen Wellenreiter Klotz Chair in Cancer ResearchVice Chairman for Clinical Affairs, Department of SurgerySurgeon in Chief, James Comprehensive Cancer CenterSurgeon in Chief, The Ohio State University Health SystemTimothy M. Pawlik, MD, MPH, PhDProfessor and Chair, Department of SurgeryThe Urban Meyer III and Shelley Meyer Chair for Cancer ResearchProfessor of Surgery, Oncology, Health Services Management and PolicyThe Ohio State University, Wexner Medical Center

Part I: MentorshipChapter 1 Brief History Of Mentorship Alberto R. Ferreres, MD, PhD, MPH, FACS (Hon.)   Chapter 2 Characteristics of the Ideal Mentor Marco G. Patti, MD and Melina R. Kibbe, MD   Chapter 3 Mentorship Styles Raphael E. Pollock, MD, PhD, FACS   Chapter 4 An Overall Mentorship Strategy for Entry-level Faculty Emily L. Spangler, Charles Leithead, and Herbert Chen   Chapter 5 Responsibilities of the Mentor Jean-Nicolas Vauthey, MD FACS and Yukihiro Yokoyama, MD, PHD   Chapter 6 Responsibilities of the Mentee Uma R. Phatak, MD, MS, and Lillian S. Kao, MD, MS   Chapter 7 Mentorship for Clinical Success T. Clark Gamblin, MD, MS, MBA   Chapter 8 Mentorship for Research Success Jacqueline M. Garonzik-Wang, MD PhD and Dorry L. Segev, MD PhD Johns Hopkins University   Chapter 9 Mentorship/Sponsorship and Leadership in Academic Surgery: Similarities and Differences LD Britt, MD, MPH   Chapter 10 Mentorship for mid-career decisions: aspirations for personal organizational leadership opportunities James Kruse and Daniel Albo   Chapter 11 Mentorship for Mid-Career Decisions: Aspirations for Multi-Disciplinary Programmatic Leadership Opportunities Jordan M Cloyd and Timothy M Pawlik   Chapter 12 Mentorship for those for whom the operating room is no longer their theater Murray F. Brennan, MD   Chapter 13 Mentorship for Life Balance Success John L. Tarpley & Margaret J. Tarpley   Chapter 14 Establishing departmental mentorship programs Steven M. Steinberg, M.D.  Part II: Leadership Chapter 15 Qualities of a Good Leader Meera Kotagal, MD, MPH and Carlos Pellegrini, MD, FACS, FRCSI (Hon.), FRCS (Hon), FRCS, Ed (Hon)   Chapter 16 Resources to Grow Your Leadership Skills Audra Clark, MD and Rebecca M. Minter, MD   Chapter 17 Choosing the “Right” Leadership Style for You Jennifer F. Waljee, MD, MS and Justin B. Dimick, MD, MPH   Chapter 18 Building a Successful Clinical Program in the Academic Medical Center Herbert Zeh, III MD, FACS   Chapter 19 Being a Leader: Organizing a Basic Science Research Program Alan Dardik, MD PhD   Chapter 20 Being a Leader: Organizing a Health Services Research Program Ravinder Kang MD, MS and Sandra L. Wong MD, MS   Chapter 21 Being a Leader: Cultivating Surgical Education Amy T. Makley, MD, FACS, Timothy A. Pritts, MD, PhD, FACS   Chapter 22 Physicians in the Boardroom Jeffrey S. Guy   Chapter 23 The Business of Surgery: How to Lead as Financial Manager Charles R. Scoggins, MD MBA and Kelly M. McMasters, MD PhD   Chapter 24 Leading the “Critical Conversation”: Surgeon Leadership in HR. Douglas Tyler, MD   Chapter 25 BEING A NATIONAL LEADER IN SURGERY: ROLES, RESPONSIBILITIES AND OPPORTUNITIES J. DAVID RICHARDSON, M.D., FACS*   Chapter 26 The Role of Leaders, Supervisors and Individual Surgeons In Reducing Burnout and Promoting Physician Wellness Charles M. Balch, MD and Tait D. Shanafelt, MD