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- Provides a comprehensive, state-of-the art definitive reference on surgical mentorship and leadership
- Written by experts in their field
- Multiple "call out" boxes highlight key lessons learned
The landscape of academic surgery has become increasingly complex. Young academic surgeons are now confronted with the task of juggling administrative, clinical, educational, and research responsibilities. While decades ago young faculty would look toward a single “triple threat” mentor, trainees and young junior faculty now must assemble a team of mentors who can help him/her craft a career trajectory for success in academia. In addition, with the emergence of team based science and an emphasis on clinical “crew management” faculty now must hone their leadership skills to be effective in the research and clinical environment. While many books focus on specific research or technical surgical topics, there is a need for an accessible, user-friendly text on the subject of surgical mentorship and leadership. In particular, there is a strong desire among trainees and young surgeons to learn about mentorship, as well as define leadership tools. Currently, there is a gap in the market for a definitive reference on surgical leadership and mentorship. This text will provide a comprehensive, state-of-the art definitive reference on surgical mentorship and leadership. The book will provide a practical, useful guide that reviews select topics on leadership and mentorship, as well as provide key information on how to launch a successful “young” surgical career. This text will focus on key points on how to identify mentors, highlight mentor-mentee “pearls”, as well as define key leadership traits in being successful as an academic surgeon. This text will serve as a very useful resource for young surgical faculty, as well as fellows and residents in a broad array of surgical training programs. Chapters will have multiple “call out” boxes to highlight key lessons learned, as well as provide mentorship and leadership “pearls.” All chapters will be written by experts in their field and will include the most up-to-date information from national and international leaders. Table of Contents- Chapter 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 6Responsibilities 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 PhDJohns 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. - 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 18Building a Successful Clinical Program in the Academic Medical Center
Herbert Zeh, III MD, FACS - Chapter 19Being 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.
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
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