HBR's 10 Must Reads on Leadership for Healthcare

HBR's 10 Must Reads on Leadership for Healthcare

By Harvard Business Review, Thomas H Lee, Daniel Goleman, Peter F Drucker, and John P Kotter

Go from being a good practitioner to being an extraordinary leader of healthcare professionals. If you read nothing else on leadership, read these 10 articles. We've combed through hundreds of Harvard Business Review articles on leadership and selected the most important ones for health care leaders to help you and your team excel, maximize performance, and live into your mission.

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Book Information

Publisher: Harvard Business Review Press
Publish Date: 06/05/2018
Pages: 240
ISBN-13: 9781633694323
ISBN-10: 1633694321
Language: English

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Help your team excel.

Go from being a good practitioner to being an extraordinary leader of healthcare professionals.

If you read nothing else on leadership, read these articles. We've combed through hundreds of Harvard Business Review articles and selected the most important ones for healthcare leaders to help you and your team excel, maximize performance, and live into your mission.

Leading experts, such as Thomas H. Lee, Daniel Goleman, Peter F. Drucker, John P. Kotter, and Amy C. Edmondson, provide the insights and advice you need to:

  • Understand the difference between managers and leaders
  • Motivate others to excel
  • Create successful cross-functional teams on the fly
  • Maintain your identity and values as a clinician as you move into an organizational leadership role
  • Have an impact not only on your organization but on the surrounding system
  • Work in complex environments where authority is diffuse
  • Lead effectively in times of rapid change

This collection of articles includes What Makes a Leader?, by Daniel Goleman; What Makes an Effective Executive, by Peter F. Drucker; What Leaders Really Do, by John P. Kotter; Level 5 Leadership: The Triumph of Humility and Fierce Resolve, by Jim Collins; The Work of Leadership, by Ronald A. Heifetz and Donald L. Laurie; Teamwork on the Fly, by Amy C. Edmondson; Who Has the D? How Clear Decision Roles Enhance Organizational Performance, by Paul Rogers and Marcia Blenko; In Praise of the Incomplete Leader, by Deborah Ancona, Thomas W. Malone, Wanda J. Orlikowski, and Peter M. Senge; Using the Balanced Scorecard as a Strategic Management System, by Robert S. Kaplan and David P. Norton; Health Care's Service Fanatics, by James I. Merlino and Ananth Raman; and Engaging Doctors in the Health Care Revolution, by Thomas H. Lee and Toby Cosgrove.

About the Authors

Harvard Business Review is the leading destination for smart management thinking. Through its flagship magazine, 12 international licensed editions, books from Harvard Business Review Press, and digital content and tools published on HBR.

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Daniel Goleman, PH. D. is also the author of the worldwide bestseller Working with Emotional Intelligence and is co-author of Primal Leadership: Learning to Lead with Emotional Intelligence, written with Richard Boyatzis and Annie McKee.

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Peter F. Drucker (1909-2005) is one of the best-known and most widely influential thinkers on the subject of management theory and practice, and his writings contributed to the philosophical and practical foundations of the modern corporation.

Often described as the father of modern management theory, Drucker explored how people are organized across the business, government, and nonprofit sectors of society; he predicted many of the major business developments of the late twentieth century, including privatization and decentralization, the rise of Japan to economic world power, the critical importance of marketing, and the emergence of the information society with its implicit necessity of lifelong learning. I

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