<p/><br></br><p><b> About the Book </b></p></br></br>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. Leading experts such as Thomas H. Lee, Daniel Goleman, Peter F. Drucker, John P. Kotter, and Warren G. Bennis provide the insights and advice you need to: - Motivate others to excel - Build your team's self-confidence - Provoke positive change - Have an impact not only on your organization but on the surrounding system - Maintain your identity and values as a clinician as you move into an organizational leadership role - Encourage smart risk-taking - Work in complex systems where authority is diffuse - Manage with tough empathy - Draw strength from adversity--<p/><br></br><p><b> Book Synopsis </b></p></br></br><p><b>Help your team excel.</b></p><p>Go from being a good practitioner to being an extraordinary leader of healthcare professionals.</p><p>If you read nothing else on leadership, read these articles. We've combed through hundreds of <b>Harvard Business Review</b> articles and selected the most important ones for healthcare leaders to help you and your team excel, maximize performance, and live into your mission.</p><p>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: <ul><li>Understand the difference between managers and leaders<li>Motivate others to excel<li>Create successful cross-functional teams on the fly<li>Maintain your identity and values as a clinician as you move into an organizational leadership role<li>Have an impact not only on your organization but on the surrounding system<li>Work in complex environments where authority is diffuse<li>Lead effectively in times of rapid change</ul></p>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.<p/><br></br><p><b> About the Author </b></p></br></br><p><b>Harvard Business Review</b> is the leading destination for smart management thinking. Through its flagship magazine, 13 international licensed editions, books from Harvard Business Review Press, and digital content and tools published on HBR.org, Harvard Business Review provides professionals around the world with rigorous insights and best practices to lead themselves and their organizations more effectively and to make a positive impact.</p><p>Author social media/website info: hbr.org; @HarvardBiz; linkedin.com/company/harvard-business-review; facebook.com/harvardbusinessreview; youtube.com/user/harvardbusinessreview</p>