Оглавление
Clive Elwood. Leadership in Veterinary Medicine
Table of Contents
List of Tables
List of Illustrations
Guide
Pages
Leadership in Veterinary Medicine
Acknowledgements
Foreword
1 Introduction. 1.1 What Is Leadership, and Why Do We Need a Book on Veterinary Leadership?
1.2 My Leadership Experiences
1.3 My Approach
1.4 Who Is the Book for?
1.5 How to Use This Book
1.6 What Is ‘Good Enough’?
Questions
Further Reading
References
2 Veterinary Leadership in Context
2.1 Introduction
2.2 Complex Systems and Wicked Problems
2.2.1 Simple
2.2.2 Complicated
2.2.3 Complex
2.2.4 Chaotic
2.2.5 Wicked problems
2.3 What Is a Profession?
2.4 The History of the Veterinary Profession
2.5 What Are the Veterinary Professions, and What Are They for?
2.6 Uncertainties of Role and Identity
2.7 Professional Archetypes
2.8 Why Is Leadership Important in the Veterinary Professions?
2.9 Veterinary Teams
2.10 What Difference Does Leadership Make?
2.11 The Discipline of ‘Leadership’ in Veterinary Medicine
2.12 The Future of Leadership in Veterinary Medicine
2.13 Conclusion
Questions
Further Reading
References
3 Leadership Repertoires
3.1 Introduction
3.2 Cognitive Competencies
3.2.1 Curiosity and Growth Mindedness
3.2.2 Cognitive Capability
3.2.3 Mental Modelling
3.2.4 Comfort with Complexity
3.2.5 Systems Literacy
3.2.6 Political Awareness
3.2.7 Environmental Awareness
3.2.8 Strategic Vision
3.2.9 Creativity
3.2.10 Organisational Ability
3.2.11 Wisdom, Objectivity, and Humility
3.3 Emotional Competencies. 3.3.1 Self‐Awareness and Self‐Leadership
3.3.2 Internal Locus of Control
3.3.3 Self‐Confidence
3.3.4 Compassion
3.3.5 Energy
3.3.6 Socialised Power Motivation
3.4 Intuition
3.4.1 Situational Awareness and Social Perceptiveness
3.4.2 Emotional Intelligence (EQ)
3.4.3 Empathy
3.4.4 Embodied Awareness
3.5 Conclusion
Questions
Further Reading
References
4 Self‐Leadership
4.1 Introduction
4.2 Self‐Awareness
4.2.1 How Do You See Your Leadership?
4.2.2 Forms of Power
4.2.3 Habits and Scripts
4.2.4 Bias
4.2.5 Decision‐Making
4.3 How Do Others See Your Leadership?
4.3.1 Mentoring and Coaching
4.3.2 The Johari Window
4.3.3 Use of Psychological Measures and Tests
4.4 How Do you Want Others to See Your Leadership?
4.5 Self‐Motivation
4.6 Self‐Regulation. 4.6.1 Stability, Resilience, and Grit
4.6.2 Negotiating Your Relationships
4.6.3 Managing Your Time
4.6.4 Dealing with Conflicting Demands
4.7 Leadership Traps and Shadows. 4.7.1 Traps
4.7.2 Leadership Shadows
4.8 Self‐Development
4.8.1 Talk to a Friend
4.8.2 Listen to Those Who Know You Best
4.8.3 Find a Mentor or Coach
4.8.4 Read, Listen, Watch
4.8.5 Journal
4.8.6 Reflect
4.9 Self‐Care
4.9.1 Detrimental Coping Strategies
4.9.2 Burnout
4.9.3 Helpful Coping Strategies
4.9.3.1 Sleep, Rest, Nutrition, and Routine
4.9.3.2 Exercise and Mind–Body Practices
4.9.3.3 Animals and Nature
4.9.3.4 Focussed Activity
4.9.3.5 Social Connection and Play
4.9.3.6 Gratitude and Positive Emotions
4.9.3.7 Self‐Compassion and Forgiveness
4.9.3.8 Being Mindful
4.10 Conclusion
Questions
Further Reading
References
5 Veterinary Professionals and Leadership
5.1 Are Veterinary Professionals Different?
5.1.1 The Motivational Needs of Professionals
5.1.2 Mindsets
5.1.3 Behavioural Drivers
5.1.4 Is There a Veterinary Professional Profile?
5.1.5 The Price of Failure
5.2 The Leadership–Followership Dynamic
5.2.1 Why Do We Follow?
5.3 What Do Veterinary Professionals Want from Leadership?
5.4 It's Not Just the Veterinary Professionals
5.5 Conclusion
Questions
Further Reading
References
6 Analysing Organisations
6.1 Introduction
6.2 Why Do Organisations Differ?
6.3 How Organisations Differ
6.3.1 Organisations and Their Parts
6.3.2 Organisations and Professional Work
6.3.3 Organisations and Interconnectedness
6.3.4 Organisations and Metaphor
6.3.4.1 Organisations as Machines
6.3.4.2 Organisations as Organisms
6.3.4.3 Organisations as Brains
6.3.4.4 Organisations as Cultures
6.3.4.5 Organisations as Political Systems
6.3.4.6 Organisations as Psychic Prisons
6.3.4.7 Organisations as Flux and Transformation
6.3.4.8 Organisations as Instruments of Domination
6.3.5 Organisations and Consciousness
6.4 Analysing Organisations
6.4.1 Through Parts Analysis
6.4.2 Through Culture
6.4.2.1 The Cultural Web
6.4.2.2 Inclusion and Diversity
6.4.2.3 Culture and the Global Context
6.4.2.4 Culture and Change
6.4.3 Through Different Perspectives
6.5 How Do Organisations Develop?
6.6 Leadership and the Organisational Context
6.7 Conclusion
Questions
Further Reading
References
7 Understanding Strategy
7.1 Introduction
7.2 Strategy Now
7.2.1 Stakeholder Analysis
7.2.2 The Strategic Constraints of Professionalism
7.2.3 Resources and Capabilities
7.2.4 What Is the Current Strategic Environment?
7.2.5 What Are the Competitive Forces?
7.2.6 SWOT Analysis
7.3 Strategy Then?
7.3.1 Professional Positioning
7.3.2 Trade‐Offs and Sacred Cows
7.3.3 Client Relationships
7.3.4 Involving the Team
7.3.5 Potholes, Blind Spots, and Bumps in the Road
7.3.6 Values, Visions, Principles, and Making Decisions
7.4 Strategy How?
7.4.1 It's All About People
7.4.2 Producing an Actual Plan
7.4.3 Motivating, Monitoring, and Measuring
7.5 Conclusion
Questions
Further Reading
References
8 Communicating and Engaging
8.1 Introduction
8.2 How Do We Communicate?
8.2.1 Nonverbal Communication
8.2.2 Verbal Communication
8.2.3 Pictorial Communication
8.3 What You Want to Say Is Not (Necessarily) What I Hear
8.4 Types of Communication
8.5 If You Want to Be Heard, First Listen
8.6 Asking Great Questions
8.7 Think About Your Intended Audience
8.8 What Message Is Received?
8.9 Putting It Together
8.10 Engagement and Authenticity
8.11 What If They Don't Want to Listen?
8.12 Negotiation
8.13 Conflict and Conflict Management Styles
8.14 Mediation
8.15 Difficult Conversations
8.16 Conclusion
Questions
Further Reading
References
9 Creating Effective Teams
9.1 Introduction
9.2 Who Is the Team?
9.2.1 The Power of Diversity
9.2.2 The Challenge of High Performers in Teams
9.2.2.1 Fear of Failure
9.2.2.2 Perfectionism
9.2.2.3 Intuition
9.2.2.4 Lack of Empathy
9.2.2.5 Excess Empathy
9.2.2.6 Self‐Importance
9.2.2.7 Difficulty Saying ‘Thank You’
9.3 What Is the Shared Purpose?
9.3.1 What Do Team Members Want in Exchange?
9.3.2 What Do Different Sub‐Groups Want?
9.3.3 How to Agree on the Shared Purpose
9.3.4 Defining Aims and Objectives
9.4 Shared Leadership
9.5 Relational Team Leadership
9.5.1 Psychological Safety
9.5.2 Other Relational Leadership Functions
9.6 Creating the Right Team Environment
9.7 Task Leadership
9.8 If, and When, to Intervene
9.9 Team Maintenance
9.10 When Teams End
9.11 Conclusion
Questions
Further Reading
References
10 Leadership and Change
10.1 What Is Change?
10.2 Systemic Perspectives on Change
10.2.1 How Does Change Happen in Simple Systems?
10.2.2 How Does Change Happen in Complicated Systems?
10.2.3 How Does Change Happen in Complex Systems?
10.2.4 What Is Successful Change?
10.3 Psychological Aspects of Change
10.3.1 Change, Threat, and Identity
10.3.2 Mindsets, Emotions, and Adaptive Spaces
10.3.3 Noticing Change
10.3.4 The Change Curve
10.4 Change Leadership
10.4.1 Creating the Environment for Change
10.4.2 Supporting the Change Process
10.4.2.1 Monitoring and Guidance
10.4.2.2 Pacing
10.4.2.3 Being Compassionate
10.4.2.4 Celebrating
10.4.2.5 Embedding and Enculturing
10.5 Adoption and Diffusion of Change
10.5.1 Why Do Change Initiatives Fail?
10.5.1.1 Oversimplification
10.5.1.2 System Stability
10.5.1.3 Lack of Structure
10.5.1.4 Fear
10.5.1.5 Predetermination
10.5.1.6 Regulatory and Professional Barriers
10.5.1.7 Wrong Option
10.5.1.8 Wrong Speed
10.5.1.9 Lack of Sustained Leadership
10.5.2 The Lippit‐Knoster Model
10.6 Conclusion
Questions
Further Reading
References
11 Remote and Virtual Leadership
11.1 Introduction
11.2 Definitions
11.3 Considerations for Remote Leadership
11.3.1 What You Cannot Do Remotely
11.3.2 What You Can Do Remotely
11.3.3 The Importance of Local Leadership
11.3.4 Thriving Remotely
11.4 Remote Leadership Tasks
11.4.1 Central Leadership Tasks
11.4.2 Local Leadership Tasks
11.5 Considerations for Virtual Leadership
11.5.1 Team Balance
11.5.2 Structures and Systems
11.5.3 Technological Competencies
11.5.4 Virtual Communication
11.5.5 Develop Relational Connections
11.5.6 Develop Trust
11.5.7 Encourage Self‐Leadership
11.5.8 Promote Shared Leadership
11.5.9 Attend to Social and Well‐Being Needs
11.5.10 Develop and Support
11.5.11 Developing Your Digital Repertoire
11.5.12 Accept Uncertainty
11.6 Virtual Leadership Tasks
11.7 Informal Virtual Leadership
11.8 Hybrid Models
11.9 Conclusion
Questions
Further Reading
References
12 Leadership and Development
12.1 Introduction
12.2 What Are You Developing?
12.3 Does Leadership Development Work?
12.4 Engagement and Motivation to Develop Leadership
12.5 Developing a Leadership Identity
12.6 Kolb Experiential Learning Cycle
12.7 Creating a Feedback Culture
12.8 Choices for Leadership Development
12.8.1 Defining the Context
12.8.2 Assessing Needs
12.8.3 Development Opportunities
12.8.3.1 Daily Reflective Practise
12.8.3.2 Project Work
12.8.3.3 Other Groups (Professional and Nonprofessional)
12.8.3.4 Observation
12.8.3.5 Feedback and De‐brief
12.8.3.6 Mentoring
12.8.3.7 Reverse Mentoring
12.8.3.8 Action Learning
12.8.3.9 Coaching
12.8.3.10 Team Coaching
12.8.3.11 Networking
12.8.3.12 Team de‐briefs
12.8.3.13 Training Courses
12.8.3.14 Online Courses
12.8.3.15 Other Online Content
12.8.3.16 Qualifying and Assessment
12.8.3.17 Reading
12.8.3.18 Planning
12.8.3.19 Simulation
12.9 Succession Planning
12.10 Conclusion
Questions
Further Reading
References
13 Leadership in Practise
13.1 Introduction
13.2 Choose Your Behaviours
13.3 Be Brave and Authentic
13.4 Be Decisive and Assertive
13.5 Be Honest, Fair, and Transparent
13.6 Have Integrity and Trustworthiness
13.7 Own Your Failures
13.8 Be Grateful and Positive
13.9 Understand the Organisation
13.10 Get to Know the People
13.11 Think of the Group
13.12 Align and Create Direction
13.13 Trust
13.14 Empower
13.15 Nurture
13.16 Protect
13.17 Be Tough on Standards and Kind to People
13.18 Connect
13.19 Make Time
13.20 Follow
13.21 Accept Messiness and Dance with Complexity
13.22 Conclusion
Questions
Further Reading
References
Scenario 1 A Thief in the House?
Scenario 2 A Failed Strategy?
Scenario 3 ‘What Do You Think You Are Doing?’
Scenario 4 At Last, a Proper Lunch Break!
Scenario 5 Not a Trivial Matter
Scenario 6 Convincing the Board
Scenario 7 A Tough First Time
Scenario 8 A New Broom?
Scenario 9 A Bit of a Beef
Scenario 10 Into the Lion's Den
Scenario 11 Our Planet Is at Stake!
Scenario 12 Creating a New Future
Scenario 13 On the Horns of a Dilemma
Appendix A Behavioural Drivers Questionnaire
Index. a
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