Leadership in Veterinary Medicine. Clive Elwood
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href="#ulink_d2413745-346c-50e5-b9c0-a3ac4bfaf0b5">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
8 Part II: Veterinary Leadership Scenarios 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
9 Appendix A Behavioural Drivers Questionnaire
10 Index
List of Tables
1 Chapter 1Table 1.1 The essence of leadership.
2 Chapter 2Table 2.1 Eight possible archetypes of veterinary professionalism and their...
3 Chapter 4Table 4.1 Resources for testing aspects of you and your leadership. In all ...Table 4.2 Some of the traps and unhelpful behaviours we can fall into in le...
4 Chapter 5Table 5.1 Human needs range from basic physiologic to existential self‐actu...Table 5.2 Profiles of motivation needs in professional work.Table 5.3 Behavioural drivers, their strengths, weaknesses, associated fear...
5 Chapter 6Table 6.1 Organisational differences according to segmentation of professio...Table 6.2 Organisations as points on a spectrum that reflect stages of huma...Table 6.3 The nine dimensions of culture that GLOBE researchers used to cha...Table 6.4 Phases of organisational (corporate) growth.
6 Chapter 7Table 7.1 How animals help fulfil human needs.Table 7.2 Questions to help explore strategy for professional practice. At ...Table 7.3 Elements of a ‘people’ strategy to for veterinary professional se...
7 Chapter 8Table 8.1 Question types and examples used in Socratic questioning to deepe...Table 8.2 Different types of communication, appropriate situations, and the...Table 8.3 Different communication media and their suitability for different...Table 8.4 Language and attitudes to reframe and mediate from conflict to so...
8 Chapter 9Table 9.1 Behavioural indicators of a psychologically unsafe team; a lack o...
9 Chapter 10Table 10.1 Examples of nondivergent and divergent changes in different vete...Table 10.2 Change leverage points in a complex responsive system.Table 10.3 The Cynefin decision‐making framework applied to leadership in v...Table 10.4 Influences on the adoption and diffusion of change in healthcare...
10 Chapter 11Table 11.1 A digital repertoire for virtual leadership.Table 11.2 What you might attend to when monitoring virtual teams.
11 Chapter 12Table 12.1 Examples of both positively and negatively construed motivations...Table 12.2 A framework for delivery of formative feedback in the moment. In...Table 12.3 An approximate cost benefit analysis of leadership development i...
List of Illustrations
1 Chapter 2Figure 2.1 The veterinary sector sits within and in relation to society; it ...
2 Chapter 3Figure 3.1 Components of leadership repertoire. Cognitive, emotional, and in...
3 Chapter 4Figure 4.1 The ladder of inference. Our habitual and unconscious ways of sel...Figure 4.2 The Johari window gives structure to understand and explore the r...Figure 4.3 Where is the sweet spot for your leadership, where your authentic...Figure 4.4 Time management budgeting for veterinary professionals.