COVID-19 Update: We are currently shipping orders daily. However, due to transit disruptions in some geographies, deliveries may be delayed. To provide all customers with timely access to content, we are offering 50% off Science and Technology Print & eBook bundle options. Terms & conditions.
Leadership Lessons for Health Care Providers - 1st Edition - ISBN: 9780128018668, 9780128019115

Leadership Lessons for Health Care Providers

1st Edition

Author: Frank Lexa
Paperback ISBN: 9780128018668
eBook ISBN: 9780128019115
Imprint: Academic Press
Published Date: 9th September 2016
Page Count: 236
Sales tax will be calculated at check-out Price includes VAT/GST
Price includes VAT/GST

Institutional Subscription

Secure Checkout

Personal information is secured with SSL technology.

Free Shipping

Free global shipping
No minimum order.


The rapid changes in health care including novel technologies as well as the changing economic, political, and social landscapes are all forcing physicians as well as most types of health care practitioners to re-think their role in leadership. This is particularly true in the US in recent years, but the same issues are widely prevalent affecting health care workers around the globe. Developing capable medical leaders who can navigate these challenges will be essential.

Physicians and other health care practitioners usually receive little or no leadership training in the course of their education. At the next steps in their training: internship, residency and fellowship, gaining clinical acumen takes precedence over developing other skills that are at the core of leadership training. Leadership Lessons for Health Care Providers will allow all types of health professionals to gain a better understanding of what leadership is, how to develop their skills while still early in their careers, how to understand and handle common leadership conundrums and chart a path towards increasing their leadership capabilities as they reach mid-career and beyond. This book will provide a great start for those who are interested in learning more about leadership and includes recommendations for next steps at all stages in leadership work.

Key Features

  • Discusses and offers practical advice on a number of leadership development topics including levels of leadership, different styles and techniques, dealing with conflict, making hard decisions, and setting priorities
  • Includes valuable insight from leaders and specialists in the health care field
  • Directs readers to additional leadership resources as next steps


Physicians and allied health professionals.Additional markets include related graduate and postgraduate programs, academic and professional organizations as well as those involved in professional development training and workshops

Table of Contents

  • Dedication
  • Acknowledgments
  • Introduction
  • Chapter 1: Leadership and its Challenges
    • Abstract
    • Leadership in time
    • Challenges to healthcare leadership and leaders
    • Changing healthcare
    • Healthcare costs and change
    • How to get started
  • Chapter 2: Profiles in Leadership: What Does it Mean to Be a Great Leader
    • Abstract
    • Does Leadership Matter to Healthcare Professionals?
    • Who Should Lead in Healthcare?
  • Chapter 3: Deciding to Lead: When and Why to Begin to Take on Leadership Roles
    • Abstract
    • Introduction
    • Making and standing by tough decisions: A business case study
  • Chapter 4: Your First 100 Days: Facing the Challenge of Becoming a New Leader
    • Abstract
    • Introduction
    • Your first 100 days: hit the ground running hard… very hard
  • Chapter 5: The Unexpected Leader: Challenges of Having Leadership Thrust Upon You
    • Abstract
    • Introduction
    • Preparation
    • Prevention by paying attention
    • Parachuting in
  • Chapter 6: Leading From Below
    • Abstract
  • Chapter 7: Qualities of Great Leadership
    • Abstract
    • Introduction
    • An expert’s view on leadership
  • Chapter 8: Delegation: Getting It Right to Lead Successfully
    • Abstract
    • Introduction
    • Drivers that force delegation in organizations
    • Effective delegation
    • Executive delegation, the extremes: Carter and Reagan
    • Getting delegation right: the rules
  • Chapter 9: Making the Grade: Levels of Leadership
    • Abstract
    • Introduction
    • The impact of leadership: the effect of scalability
    • Levels of leadership—what they mean: Collins’ classification
    • Bringing back grades: how do you implement this?
  • Chapter 10: Educating Leaders: A Foundation Curriculum for HealthCare Professionals
    • Abstract
    • Introduction
    • Level I: goals
    • Curriculum issues
  • Chapter 11: Learning to Lead: Best Practices for Getting Started
    • Abstract
    • Introduction
    • How to learn with a formal curriculum
    • Seminars, durable lectures, and other materials
    • Mentorship
    • Building a network
  • Chapter 12: Leadership—Organizational Styles and Types
    • Abstract
    • Introduction
    • Authoritarian organizations: the good, the bad, and the ugly
    • Democracy and its detractors
    • Executive structures: republican government
  • Chapter 13: Strategic Leadership: Setting Priorities
    • Abstract
    • Introduction
    • Setting the big strategic goals
    • Getting better at planning
    • So I know what to do as a leader, why can’t I get it done?
    • Leadership and other open-ended knowledge work
  • Chapter 14: Time to Lead
    • Abstract
    • Introduction
    • Time off the calendar
    • Time each day
    • Time for leadership learning
    • Time to interact with other leaders: networking
  • Chapter 15: Leading Change in an Organization
    • Abstract
    • Introduction
    • Dynamics in understanding change
    • Programs for implementing important changes
    • Some practical issues in change efforts
    • Interlude: making the plunge—how to be a leader in four easy steps
  • Chapter 16: Leadership in Conflict
    • Abstract
    • Introduction
    • Separate emotions from people and situations
    • Work from principles
    • Starting trouble is usually a symptom of weakness
  • Chapter 17: Leading in a Crisis
    • Abstract
    • Introduction
    • Prevention trumps reaction
    • Crisis management: phases
  • Chapter 18: Tough Choices: How Leaders Make the Hard Decisions
    • Abstract
    • Introduction
    • What are the hard decisions?
    • Dealing with difficult decisions
  • Chapter 19: Leadership and Mistakes
    • Abstract
    • Introduction
    • Illusions of perfectionism
    • The looking glass
  • Chapter 20: Thinking About Failures in Leadership
    • Abstract
    • Introduction
    • Judging “failures”
    • Handling “failure” and its risks
    • True failure and its consequences
    • A final thought
  • Chapter 21: Becoming a Level 5 Leader
    • Abstract
    • Introduction
    • Evaluating a leader: Collin’s levels of leadership
    • Application
    • Closing
  • Chapter 22: Choosing Greatness in Leadership
    • Abstract
    • Introduction
    • Three key differentiating points
  • Chapter 23: Winning in a Crisis
    • Abstract
    • Introduction
    • Handling a crisis: key points for ethical leaders
  • Chapter 24: Leading in Serious Conflicts
    • Abstract
    • Introduction
    • Assessment
    • Alliances
    • Planning
    • Have an exit strategy
  • Chapter 25: Leadership and Trust
    • Abstract
    • Introduction
    • Building trust as a leader
  • Chapter 26: Principled Leadership
    • Abstract
    • Introduction
    • Start with stewardship
    • Leading with a plan versus faking it
    • The leader is special
    • Who do you trust?
  • Chapter 27: Motivation and Leadership
    • Abstract
    • Introduction
    • What do you want to motivate
    • Is there really a problem and how important is it?
    • What do I want to encourage and why?
  • Chapter 28: Succession Leadership
    • Abstract
    • Introduction
    • Strategic planning for leadership transitions
    • Tactical steps in succession planning
    • Delegate and distribute
    • Evaluate
    • Mentor
    • Consider your personal plan
  • Chapter 29: Leadership: The Last 100 Days
    • Abstract
    • Introduction
    • Coming to the end: deep thoughts
    • Beginning with the end in mind
    • Letters for yourself and your successor
  • Chapter 30: Conclusions and Next Steps
    • Abstract
    • Step 1: Never stop learning about leadership
    • Step 2: Learn about other leaders and learn from them
    • Step 3: Get the best intelligence you can
    • Step 4: Be ambitious
    • Step 5: Seek out the company of other leaders
  • Bibliography
  • Index


No. of pages:
© Academic Press 2016
9th September 2016
Academic Press
Paperback ISBN:
eBook ISBN:

About the Author

Frank Lexa

Frank J. Lexa, M.D., Chair, ACR Commission on Practice Leadership and Chairman of the Board of the Radiology Leadership Institute

Project Faculty, Spain and East Asia Regional Manager, the Global Consulting Practicum & Adjunct Professor of Marketing, The Wharton School,

Philadelphia, PA, USA

Affiliations and Expertise

Chair, ACR Commission on Practice Leadership and Chairman of the Board, Radiology Leadership Institute Project Faculty, Spain; East Asia Regional Manager, the Global Consulting Practicum & Adjunct Professor of Marketing, The Wharton School, Philadelphia, PA, USA

Ratings and Reviews