Gestão, Marketing, Burnout e Practica Clínica
Leadership in Veterinary Medicine
De: Clive Elwood
ISBN: 9781119749769
2022, Wiley
Capa mole
Páginas: 272
-
Leadership in Veterinary Medicine provides both theoretical and practical information for veterinary professionals who are contemplating leadership or currently facing day-to-day leadership challenges.
This much-needed book introduces and explores key leadership concepts in the veterinary context whilst encouraging self-reflection through real-world scenarios. Each chapter outlines a particular leadership concept or issue and includes a topic summary, discussion questions, full references and further reading suggestions. This thought-provoking text:
- Explores the principal areas of leadership for both veterinary professionals and for those leading veterinary professionals
- Discusses various leadership styles, competencies, behaviours and perspectives
- Addresses topics such as leadership assessment, organisational dynamics, interpersonal communication, remote and virtual leadership, and collaboration skills
- Assists readers in developing strategy, leading change, creating effective teams and improving staff engagement
- Includes practical cases and examples highlighting challenges in veterinary leadership
Leadership in Veterinary Medicine is a must-read for all veterinary professionals in leadership posts, for those aspiring to be leaders and for instructors in veterinary schools and veterinary nursing training organisations.
Acknowledgements xii
Foreword xiv
Part I Foundations of Veterinary Leadership 1
1 Introduction 3
1.1 What Is Leadership, and Why Do We Need a Book on Veterinary Leadership? 3
1.2 My Leadership Experiences 5
1.3 My Approach 5
1.4 Who Is the Book for? 6
1.5 How to Use This Book 6
1.6 What Is ‘Good Enough’? 6
Questions 7
Further Reading 7
References 7
2 Veterinary Leadership in Context 8
2.1 Introduction 8
2.2 Complex Systems and Wicked Problems 9
2.3 What Is a Profession? 10
2.4 The History of the Veterinary Profession 11
2.5 What Are the Veterinary Professions, and What Are They for? 12
2.6 Uncertainties of Role and Identity 13
2.7 Professional Archetypes 14
2.8 Why Is Leadership Important in the Veterinary Professions? 14
2.9 Veterinary Teams 15
2.10 What Difference Does Leadership Make? 16
2.11 The Discipline of ‘Leadership’ in Veterinary Medicine 17
2.12 The Future of Leadership in Veterinary Medicine 18
2.13 Conclusion 19
Questions 19
Further Reading 20
References 20
3 Leadership Repertoires 23
3.1 Introduction 23
3.2 Cognitive Competencies 25
3.3 Emotional Competencies 29
3.4 Intuition 32
3.5 Conclusion 34
Questions 34
Further Reading 35
References 35
4 Self-Leadership 37
4.1 Introduction 37
4.2 Self-Awareness 38
4.3 How Do Others See Your Leadership? 42
4.4 How Do you Want Others to See Your Leadership? 45
4.5 Self-Motivation 46
4.6 Self-Regulation 47
4.7 Leadership Traps and Shadows 49
4.8 Self-Development 51
4.9 Self-Care 52
4.10 Conclusion 55
Questions 55
Further Reading 56
References 56
5 Veterinary Professionals and Leadership 59
5.1 Are Veterinary Professionals Different? 59
5.2 The Leadership–Followership Dynamic 67
5.3 What Do Veterinary Professionals Want from Leadership? 70
5.4 It’s Not Just the Veterinary Professionals 72
5.5 Conclusion 72
Questions 73
Further Reading 73
References 73
6 Analysing Organisations 76
6.1 Introduction 76
6.2 Why Do Organisations Differ? 77
6.3 How Organisations Differ 77
6.4 Analysing Organisations 87
6.5 How Do Organisations Develop? 93
6.6 Leadership and the Organisational Context 94
6.7 Conclusion 94
Questions 95
Further Reading 95
References 95
7 Understanding Strategy 97
7.1 Introduction 97
7.2 Strategy Now 98
7.3 Strategy Then? 103
7.4 Strategy How? 108
7.5 Conclusion 112
Questions 112
Further Reading 113
References 113
8 Communicating and Engaging 114
8.1 Introduction 114
8.2 How Do We Communicate? 115
8.3 What You Want to Say Is Not (Necessarily) What I Hear 117
8.4 Types of Communication 118
8.5 If You Want to Be Heard, First Listen 118
8.6 Asking Great Questions 119
8.7 Think About Your Intended Audience 120
8.8 What Message Is Received? 121
8.9 Putting It Together 122
8.10 Engagement and Authenticity 123
8.11 What If They Don’t Want to Listen? 124
8.12 Negotiation 125
8.13 Conflict and Conflict Management Styles 126
8.14 Mediation 127
8.15 Difficult Conversations 128
8.16 Conclusion 129
Questions 130
Further Reading 130
References 130
9 Creating Effective Teams 132
9.1 Introduction 132
9.2 Who Is the Team? 133
9.3 What Is the Shared Purpose? 136
9.4 Shared Leadership 139
9.5 Relational Team Leadership 140
9.6 Creating the Right Team Environment 145
9.7 Task Leadership 145
9.8 If, and When, to Intervene 147
9.9 Team Maintenance 147
9.10 When Teams End 148
9.11 Conclusion 149
Questions 149
Further Reading 149
References 149
10 Leadership and Change 153
10.1 What Is Change? 154
10.2 Systemic Perspectives on Change 155
10.3 Psychological Aspects of Change 158
10.4 Change Leadership 160
10.5 Adoption and Diffusion of Change 166
10.6 Conclusion 169
Questions 170
Further Reading 170
References 170
11 Remote and Virtual Leadership 174
11.1 Introduction 174
11.2 Definitions 175
11.3 Considerations for Remote Leadership 176
11.4 Remote Leadership Tasks 178
11.5 Considerations for Virtual Leadership 180
11.6 Virtual Leadership Tasks 185
11.7 Informal Virtual Leadership 188
11.8 Hybrid Models 189
11.9 Conclusion 189
Questions 190
Further Reading 190
References 190
12 Leadership and Development 193
12.1 Introduction 193
12.2 What Are You Developing? 194
12.3 Does Leadership Development Work? 195
12.4 Engagement and Motivation to Develop Leadership 195
12.5 Developing a Leadership Identity 197
12.6 Kolb Experiential Learning Cycle 198
12.7 Creating a Feedback Culture 200
12.8 Choices for Leadership Development 202
12.9 Succession Planning 207
12.10 Conclusion 209
Questions 209
Further Reading 209
References 209
13 Leadership in Practise 214
13.1 Introduction 214
13.2 Choose Your Behaviours 214
13.3 Be Brave and Authentic 215
13.4 Be Decisive and Assertive 215
13.5 Be Honest, Fair, and Transparent 216
13.6 Have Integrity and Trustworthiness 216
13.7 Own Your Failures 216
13.8 Be Grateful and Positive 217
13.9 Understand the Organisation 217
13.10 Get to Know the People 218
13.11 Think of the Group 218
13.12 Align and Create Direction 218
13.13 Trust 219
13.14 Empower 219
13.15 Nurture 220
13.16 Protect 221
13.17 Be Tough on Standards and Kind to People 221
13.18 Connect 221
13.19 Make Time 222
13.20 Follow 222
13.21 Accept Messiness and Dance with Complexity 222
13.22 Conclusion 222
Questions 223
Further Reading 223
References 223
Part II Veterinary Leadership Scenarios 225
Scenario 1 A Thief in the House? 228
Scenario 2 A Failed Strategy? 229
Scenario 3 ‘What Do You Think You Are Doing?’ 230
Scenario 4 At Last, a Proper Lunch Break! 231
Scenario 5 Not a Trivial Matter 232
Scenario 6 Convincing the Board 233
Scenario 7 A Tough First Time 234
Scenario 8 A New Broom? 235
Scenario 9 A Bit of a Beef 236
Scenario 10 Into the Lion’s Den 237
Scenario 11 Our Planet Is at Stake! 238
Scenario 12 Creating a New Future 239
Scenario 13 On the Horns of a Dilemma 240
Appendix A Behavioural Drivers Questionnaire 241
Index 243
-
Clive Elwood MA VetMB, MSc, MS(Ashridge) PhD, CertSAC, DipACVIM, DipECVIM, FRCVS
Is the founder of Trellis Leadership Coaching, which focuses on executive coaching, leadership development, and strategy. Clive was a veterinary specialist in private practice for 20 years and was Managing Director of Davies Veterinary Specialists, where he led a staff of more than 150. Clive holds a Masters in Executive Coaching from Hult Ashridge Business School and is a European Mentoring and Coaching Council Senior Practitioner.