UVA School of Medicine

Leadership in Academic Matters Highlights from the Fall 2011 Session Dimensions of Leadership • Mary V. Parish, Leadership Consultant, An examination of personal temperament and exploration of the relevance of individual styles and their impact on organizational management using the Myers-Briggs Type Indicator (MBTI). Appreciative Inquiry • Peggy L. Plews-Ogan, MD, John B. Schorling, MD, MPH, and Julie Haizlip, MD, A self-reinforcing cycle of institutional transformation that informs professional life, reframes and enriches conversation and brings people together. ments in LAM. Neurologist Karen Johnston, MD, MSc, for example, was a member of the first LAM class in 2004, but she still re- members the exact moment when it hit her that other people think differently than she does. The group was doing an exercise in which they were asked to divide themselves based on their own approach to vacation planning: do they arrange every detail ahead of time or do they jump in the car and wing it? "I sat there thinking they must be nuts," she said. "Of course we're all planners. We're all physicians in a highly competitive aca- demic medical center… Well, half the peo- ple went to one side of the room, and half went to the other side. I was stunned. It was just dramatic, life changing for me." Now the chair of the department of neu- rology at the School of Medicine, Johnston credits LAM with shifting her perspective from being singularly focused on her own goals to having a perspective on the insti- tution. It also changed the way she works with others. After participating in LAM, she started studying how people interpret what she says and how they process information so she could begin to communicate more effectively with different types of people. Johnston, who has gone on to participate in other leadership development programs and now leads them herself, underscored the value of training programs such as LAM when she said, "Part of what leadership train- ing does is help you understand your own perspective and potentially change your per- spective. It's about figuring out how to relate to other people so you can help them feel motivated and excited about what they do. It's about going from 'me' to 'we.'" Challenges of Leadership • Alexander B. Horniman, PhD, Darden School of Business Administration, A survey of the challenges that leaders face with a focus on the pursuit of excellence. Balance • John B. Schorling, MD, MPH, Daniel M. Becker, MD, MPH, MFA, and Susan M. Pollart, MD, MS, A framework for personal decision making based on priorities and values. Financial Decision Making • Anda L. Webb, MBA, and Bradley E. Haws, MBA, The underlying principles, concepts, values and vocabulary necessary to participate effectively in the finances of an academic department/medical center. Leadership Practices Inventory • Lynn A. Isabella, DBA, Darden School of Business Administration, A profile of individual leadership strengths and areas for future development. Difficult Conversations • Sharon L. Hostler, MD, John B. Schorling, MD, MPH, Susan Pollart, MD, MS, and Dan Becker, MD, MPH, MFA, Focusing on the conflict at work with role play of actual situations using the Thomas-Kilmann Conflict Mode instrument to examine how individual styles affect personal and group dynamics. Renewal of the Leader • John B. Schorling, MD, MPH, Susan M. Pollart, MD, MS, and Dan Becker, MD, MPH, MFA, What it takes to remain inspired and committed to one's life work. Negotiation Skills • Sherwood C. Frey, Jr., PhD, Darden School of Business Administration, Simulation exercises providing the opportunity to assess and improve negotiation skills. Leadership across the Generations • Sharon L. Hostler, MD, and Margaret J. Peña Harden, An exploration of the points of tension and opportunities found in leadership across generations, diversity and culture. Team Building/Working in Interdisciplinary Teams • Lynn A. Isabella, DBA, Darden School of Business Administration, An interactive demonstration of inherent conflict and cooperation among interdisciplinary teams and effective strategies for maximizing team outcomes. Influence in Organizations • Melissa C. Thomas-Hunt, PhD, MS, Darden School of Business Administration, An examination of the impact of power and status on individuals' ability to get things done in organizations. Networks • Robert L. Cross, DBA, MBA, McIntire School of Commerce, The impact of a leader's networks on his or her effectiveness in a knowledge-intensive environment. Servant Leadership • Patricia P. Cormier, EdD, President Emerita, Longwood University, A focus on the characteristics of the servant leader. Vitals Fall 2011 27

• Cover
• Grand Rounds
• LAM Program
• Research Collaboration
• Profiles
• Students