Session Type: Mini Course Course Number: 1325 Session Title: Developing Women as Leaders in Academic...
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Transcript of Session Type: Mini Course Course Number: 1325 Session Title: Developing Women as Leaders in Academic...
Session Type: MiniSession Type: Mini Course Course Course Number: 1325 Course Number: 1325
Session Title: Developing Women as Leaders in Session Title: Developing Women as Leaders in Academic PediatricsAcademic Pediatrics
Session Day/Date: Saturday, 5/1/2010Session Day/Date: Saturday, 5/1/2010Session Time: 10:15:00 AM–12:15:00 PMSession Time: 10:15:00 AM–12:15:00 PMSession Location: Vancouver Convention Session Location: Vancouver Convention
Centre, Room 212Centre, Room 212
Individualized Leadership Individualized Leadership Planning at Transition Planning at Transition
Points Points
Becoming a Leader is Not Becoming a Leader is Not a Random Acta Random Act
Bonita StantonBonita Stanton Has documented that he/she has no Has documented that he/she has no relevant financial relationships to relevant financial relationships to disclose or COIs to resolve.disclose or COIs to resolve.
Topics to be coveredTopics to be covered
Different Kinds of LeadershipDifferent Kinds of Leadership Developmental StagesDevelopmental Stages Styles of LeadershipStyles of Leadership Careers are not LinearCareers are not Linear Promotion and advancementPromotion and advancement The fork in the roadThe fork in the road ““What you do”What you do” Further degrees, certificates and Further degrees, certificates and
courses in leadershipcourses in leadership Maintaining your resumeMaintaining your resume
Different Kinds of LeadershipDifferent Kinds of Leadership
Leadership Leadership rolesrolesAdministrativeAdministrative
Division ChiefDivision ChiefDepartment Department chair chairMedical Medical
DirectorDirectorCommittee Committee chair chairPresident, President, practice practice
AcademicAcademic (promotion)(promotion)
Leadership Leadership stylesstylesDiffers from roleDiffers from roleInnate style, butInnate style, but
modifiablemodifiableDifferent situations Different situations
call for call for different different stylesstyles
Different Kinds of Leadership, conDifferent Kinds of Leadership, con
””The task of the leader is to The task of the leader is to get his people from where get his people from where they are to where they have they are to where they have not been.”not been.”
- - Henry KissingerHenry Kissinger
Developmental StagesDevelopmental Stages
ProfessionalProfessional StudentStudent ResidentResident FellowFellow Junior faculty/junior Junior faculty/junior
member of practicemember of practice Established facultyEstablished faculty Winding downWinding down RetirementRetirement
PersonalPersonal FamilyFamily
• PartneringPartnering• ParentingParenting• Illness and Illness and
healthhealth SelfSelf familyfamily
Outside interestsOutside interests
Styles of leadershipStyles of leadership
VisionaryVisionary Moves people toward shared dreamsMoves people toward shared dreams Great to use when changes require a new Great to use when changes require a new
vision, or when a clear direction is neededvision, or when a clear direction is neededCoachingCoaching Connects what a person wants within the Connects what a person wants within the
organization goalsorganization goals Use to help an employee improve Use to help an employee improve
performance by building long-term performance by building long-term capabilitiescapabilities
AffiliativeAffiliative Creates harmony by connecting people Creates harmony by connecting people Helps to heal rifts in a team, motivate Helps to heal rifts in a team, motivate
during stressful times, or strengthen during stressful times, or strengthen connections.connections.
Styles of leadership. conStyles of leadership. conDemocraticDemocratic Values people’s input and gets Values people’s input and gets
commitment through participation.commitment through participation. Good to build a buy- in consequences, or Good to build a buy- in consequences, or
to get valuable input from employees.to get valuable input from employees.PacesettingPacesetting Meets challenging and exciting goals.Meets challenging and exciting goals. Can get high quality results from a Can get high quality results from a
motivated and competent team.motivated and competent team.CommandingCommanding Sooths fears by giving clear direction in an Sooths fears by giving clear direction in an
emergency.emergency. Restrict use to crisis, to kick- start a Restrict use to crisis, to kick- start a
turnaround, or with problem employees.turnaround, or with problem employees.
Styles of leadership. conStyles of leadership. con
””The day soldiers stop The day soldiers stop bringing you their problems is bringing you their problems is the day you have stopped the day you have stopped leading them.”leading them.”
- - General Colin PowellGeneral Colin Powell
Careers are not LinearCareers are not Linear
Times when all you can do is put one Times when all you can do is put one foot in front of the otherfoot in front of the other
Juggling (especially parenthood)Juggling (especially parenthood) Set-backsSet-backs Geographic movesGeographic moves TransitionsTransitions
• YoursYours• Your superiorsYour superiors
Careers are not linear…. and Men Careers are not linear…. and Men and Women are not the sameand Women are not the same
More women part-timeMore women part-time Fewer % of women in academiaFewer % of women in academia Fewer % of women in sub-specialtiesFewer % of women in sub-specialties More women in “teaching” in More women in “teaching” in
academiaacademia Career trajectories are not the sameCareer trajectories are not the same
Promotion and advancementPromotion and advancement
EveryoneEveryone Identify a mentor(s)Identify a mentor(s)
• Maintain relationship(s)Maintain relationship(s) VolunteerVolunteer
• Selected activitiesSelected activities• Do not wait to be askedDo not wait to be asked
Periodically assess where you arePeriodically assess where you are• Progress towards your goalProgress towards your goal• Is your destination the right oneIs your destination the right one
Promotion and advancement, con.Promotion and advancement, con.
VariableVariable Academic promotionAcademic promotion Formal administrative leadershipFormal administrative leadership Elected positionElected position Single pathSingle path
Promotion and advancement, con.Promotion and advancement, con.
””There is something that is much There is something that is much more scarce, something rarer than more scarce, something rarer than ability. It is the ability to recognize ability. It is the ability to recognize ability.”ability.”
- Robert Half- Robert Half
Take the fork in the road Take the fork in the road whenwhen:: Time for a Time for a
changechange Unparalleled Unparalleled
opportunityopportunity Both are Both are
appealingappealing Extra time Extra time
became became availableavailable (grant (grant ended, children left ended, children left for school, became for school, became full time)full time)
Identifying “what you do”*Identifying “what you do”*
““I am an educator, with a particular I am an educator, with a particular interest in teaching fourth year interest in teaching fourth year medical students”medical students”
““I am a chair, department of I am a chair, department of pediatrics”pediatrics”
““I am a behavioral researcher”I am a behavioral researcher”
““I am a clinician with a particular I am a clinician with a particular interest in chronic diseases”interest in chronic diseases”
Borrowed from Susan Rosenthal, Borrowed from Susan Rosenthal, PhDPhD
Identifying “what you do”*, conIdentifying “what you do”*, con
Not too broadNot too broad You may “do” several thingsYou may “do” several things Things you do will evolve and may Things you do will evolve and may
change overtimechange overtime May be easier for researchers to May be easier for researchers to
definedefine
Further degrees, certificates and Further degrees, certificates and courses in leadershipcourses in leadership
MBA,MPH,MHS,MHAMBA,MPH,MHS,MHA Graduate Certificate CoursesGraduate Certificate Courses Leadership seminars (Harvard)Leadership seminars (Harvard) Leadership programsLeadership programs
• Executive Leadership in Academic Medicine Executive Leadership in Academic Medicine (www.drexelmed.edu/Home/OtherPrograms/(www.drexelmed.edu/Home/OtherPrograms/
ExecutiveLeadershipExecutiveLeadershipinAcademicMedicine.asp)inAcademicMedicine.asp)
Leadership WorkshopsLeadership Workshops• APA, AMSPDCAPA, AMSPDC
Maintaining your resume/cvMaintaining your resume/cv
Resumes and CVs are not the sameResumes and CVs are not the same Add continuouslyAdd continuously Prune annuallyPrune annually Reformat as appropriateReformat as appropriate Brief paraBrief para Brief (NIH) BiosketchBrief (NIH) Biosketch
And finally, whatever you do and And finally, whatever you do and whenever you do it, remember:whenever you do it, remember:
””A desk is a dangerous place A desk is a dangerous place from which to view the from which to view the world.”world.”
- - John Le Care’John Le Care’