Leadership in Veterinary Medicine

Acknowledgements xii Foreword xiv Part I Foundations of Veterinary Leadership 1 1 Introduction 3 1.1 What Is Leadership, and Why Do We Need a Book on Veterinary Leadership? 3 1.2 My Leadership Experiences 5 1.3 My Approach 5 1.4 Who Is the Book for? 6 1.5 How to Use This Book 6 1.6 What Is ‘Good Enough’? 6 Questions 7 Further Reading 7 References 7 2 Veterinary Leadership in Context 8 2.1 Introduction 8 2.2 Complex Systems and Wicked Problems 9 2.3 What Is a Profession? 10 2.4 The History of the Veterinary Profession 11 2.5 What Are the Veterinary Professions, and What Are They for? 12 2.6 Uncertainties of Role and Identity 13 2.7 Professional Archetypes 14 2.8 Why Is Leadership Important in the Veterinary Professions? 14 2.9 Veterinary Teams 15 2.10 What Difference Does Leadership Make? 16 2.11 The Discipline of ‘Leadership’ in Veterinary Medicine 17 2.12 The Future of Leadership in Veterinary Medicine 18 2.13 Conclusion 19 Questions 19 Further Reading 20 References 20 3 Leadership Repertoires 23 3.1 Introduction 23 3.2 Cognitive Competencies 25 3.3 Emotional Competencies 29 3.4 Intuition 32 3.5 Conclusion 34 Questions 34 Further Reading 35 References 35 4 Self-Leadership 37 4.1 Introduction 37 4.2 Self-Awareness 38 4.3 How Do Others See Your Leadership? 42 4.4 How Do you Want Others to See Your Leadership? 45 4.5 Self-Motivation 46 4.6 Self-Regulation 47 4.7 Leadership Traps and Shadows 49 4.8 Self-Development 51 4.9 Self-Care 52 4.10 Conclusion 55 Questions 55 Further Reading 56 References 56 5 Veterinary Professionals and Leadership 59 5.1 Are Veterinary Professionals Different? 59 5.2 The Leadership–Followership Dynamic 67 5.3 What Do Veterinary Professionals Want from Leadership? 70 5.4 It’s Not Just the Veterinary Professionals 72 5.5 Conclusion 72 Questions 73 Further Reading 73 References 73 6 Analysing Organisations 76 6.1 Introduction 76 6.2 Why Do Organisations Differ? 77 6.3 How Organisations Differ 77 6.4 Analysing Organisations 87 6.5 How Do Organisations Develop? 93 6.6 Leadership and the Organisational Context 94 6.7 Conclusion 94 Questions 95 Further Reading 95 References 95 7 Understanding Strategy 97 7.1 Introduction 97 7.2 Strategy Now 98 7.3 Strategy Then? 103 7.4 Strategy How? 108 7.5 Conclusion 112 Questions 112 Further Reading 113 References 113 8 Communicating and Engaging 114 8.1 Introduction 114 8.2 How Do We Communicate? 115 8.3 What You Want to Say Is Not (Necessarily) What I Hear 117 8.4 Types of Communication 118 8.5 If You Want to Be Heard, First Listen 118 8.6 Asking Great Questions 119 8.7 Think About Your Intended Audience 120 8.8 What Message Is Received? 121 8.9 Putting It Together 122 8.10 Engagement and Authenticity 123 8.11 What If They Don’t Want to Listen? 124 8.12 Negotiation 125 8.13 Conflict and Conflict Management Styles 126 8.14 Mediation 127 8.15 Difficult Conversations 128 8.16 Conclusion 129 Questions 130 Further Reading 130 References 130 9 Creating Effective Teams 132 9.1 Introduction 132 9.2 Who Is the Team? 133 9.3 What Is the Shared Purpose? 136 9.4 Shared Leadership 139 9.5 Relational Team Leadership 140 9.6 Creating the Right Team Environment 145 9.7 Task Leadership 145 9.8 If, and When, to Intervene 147 9.9 Team Maintenance 147 9.10 When Teams End 148 9.11 Conclusion 149 Questions 149 Further Reading 149 References 149 10 Leadership and Change 153 10.1 What Is Change? 154 10.2 Systemic Perspectives on Change 155 10.3 Psychological Aspects of Change 158 10.4 Change Leadership 160 10.5 Adoption and Diffusion of Change 166 10.6 Conclusion 169 Questions 170 Further Reading 170 References 170 11 Remote and Virtual Leadership 174 11.1 Introduction 174 11.2 Definitions 175 11.3 Considerations for Remote Leadership 176 11.4 Remote Leadership Tasks 178 11.5 Considerations for Virtual Leadership 180 11.6 Virtual Leadership Tasks 185 11.7 Informal Virtual Leadership 188 11.8 Hybrid Models 189 11.9 Conclusion 189 Questions 190 Further Reading 190 References 190 12 Leadership and Development 193 12.1 Introduction 193 12.2 What Are You Developing? 194 12.3 Does Leadership Development Work? 195 12.4 Engagement and Motivation to Develop Leadership 195 12.5 Developing a Leadership Identity 197 12.6 Kolb Experiential Learning Cycle 198 12.7 Creating a Feedback Culture 200 12.8 Choices for Leadership Development 202 12.9 Succession Planning 207 12.10 Conclusion 209 Questions 209 Further Reading 209 References 209 13 Leadership in Practise 214 13.1 Introduction 214 13.2 Choose Your Behaviours 214 13.3 Be Brave and Authentic 215 13.4 Be Decisive and Assertive 215 13.5 Be Honest, Fair, and Transparent 216 13.6 Have Integrity and Trustworthiness 216 13.7 Own Your Failures 216 13.8 Be Grateful and Positive 217 13.9 Understand the Organisation 217 13.10 Get to Know the People 218 13.11 Think of the Group 218 13.12 Align and Create Direction 218 13.13 Trust 219 13.14 Empower 219 13.15 Nurture 220 13.16 Protect 221 13.17 Be Tough on Standards and Kind to People 221 13.18 Connect 221 13.19 Make Time 222 13.20 Follow 222 13.21 Accept Messiness and Dance with Complexity 222 13.22 Conclusion 222 Questions 223 Further Reading 223 References 223 Part II Veterinary Leadership Scenarios 225 Scenario 1 A Thief in the House? 228 Scenario 2 A Failed Strategy? 229 Scenario 3 ‘What Do You Think You Are Doing?’ 230 Scenario 4 At Last, a Proper Lunch Break! 231 Scenario 5 Not a Trivial Matter 232 Scenario 6 Convincing the Board 233 Scenario 7 A Tough First Time 234 Scenario 8 A New Broom? 235 Scenario 9 A Bit of a Beef 236 Scenario 10 Into the Lion’s Den 237 Scenario 11 Our Planet Is at Stake! 238 Scenario 12 Creating a New Future 239 Scenario 13 On the Horns of a Dilemma 240 Appendix A Behavioural Drivers Questionnaire 241 Index 243