<div class="rprt abstract"><div class="cit"><span role="menubar"><a href="#" title="Consulting psychology journal." abstractlink="yes" alsec="jour" alterm="Consult Psychol J." role="menuitem" aria-expanded="false" aria-haspopup="true">Consult Psychol J.</a></span> 2019 Sep;71(3):141-160. doi: 10.1037/cpb0000124.</div><h1>Transformation to Academic <span class="highlight" style="background-color:">Leadership</span>: The Role of Mentorship and Executive <span class="highlight" style="background-color:">Coaching</span>.</h1><div class="auths"><a href="/pubmed/?term=Rathmell%20WK%5BAuthor%5D&amp;cauthor=true&amp;cauthor_uid=31787830">Rathmell WK</a><sup>1</sup>, <a href="/pubmed/?term=Brown%20NJ%5BAuthor%5D&amp;cauthor=true&amp;cauthor_uid=31787830">Brown NJ</a><sup>1</sup>, <a href="/pubmed/?term=Kilburg%20RR%5BAuthor%5D&amp;cauthor=true&amp;cauthor_uid=31787830">Kilburg RR</a><sup>2</sup>.</div><div class="afflist" style="zoom: 1;"><h3 style="zoom: 1;"><a title="Open/close author information list" class="jig-ncbitoggler-open ui-widget ui-ncbitoggler-open" href="#" id="ui-ncbitoggler-1" role="button" aria-expanded="true"><span class="ui-ncbitoggler-master-text">Author information</span><span class="ui-icon ui-icon-triangle-1-s"></span></a></h3><div class="ui-helper-reset" aria-live="assertive"><dl class="ui-ncbi-toggler-slave-open ui-ncbitoggler ui-ncbitoggler-slave-open" aria-hidden="false"><dt>1</dt><dd>Vanderbilt University Medical Center.</dd><dt>2</dt><dd>RRK <span class="highlight" style="background-color:">Coaching</span> and Executive Development.</dd></dl></div></div><div class="abstr"><h3>Abstract</h3><div class=""><p>The transition to academic <span class="highlight" style="background-color:">leadership</span> entails learning to utilize an enormous new collection of skills. Executive <span class="highlight" style="background-color:">leadership</span> <span class="highlight" style="background-color:">coaching</span> is a personalized training approach that is being increasingly used to accelerate the onboarding of effective leaders. Vanderbilt University Medical Center has invested in a robust <span class="highlight" style="background-color:">coaching</span> strategy that is offered broadly to institutional leaders. This case study details the early transformational learning of <span class="highlight" style="background-color:">leadership</span> skills by one new institutional leader in the first two years in an academic <span class="highlight" style="background-color:">leadership</span> role, telling the first-person account of the experience of being coached while independently leading a division of hematology and oncology at a highly ranked medical center. Over two years' time, assessed in 6-month intervals, the academician transitions into the role, and using scenarios from regular practice in this position, learns to incorporate core <span class="highlight" style="background-color:">leadership</span> principles into the daily activities of running a division. The transition to academic <span class="highlight" style="background-color:">leadership</span> involves a transformation; a conversion that can be accelerated, guided, and applied with a greater deal of sophistication through intentional <span class="highlight" style="background-color:">coaching</span>, and the application of principles of behavioral science and psychology. Much like the process of <span class="highlight" style="background-color:">coaching</span> a high performing athlete, an elite academician can be trained in skills that enhance their game and succeed in creating a winning team. The academic medical center (AMC) is an interesting social organization, made up of highly accomplished and well-educated people, brought together around a variety of missions and motivations: education, patient service, research, community building, financial margins, and citizenship to name a few. Moreover, the <span class="highlight" style="background-color:">leadership</span> of AMCs almost entirely comes from within this community, drawing people with talents in science, teaching, clinical research, and service into roles that industries reserve usually for MBAs, lawyers, and other professionals who undergo rigorous guided training. Fortunately, academics are well-equipped with skills in lifelong learning, focused curiosity, and tend to be ambitious to a fault. Thus, there is a steady pipeline of budding leaders in AMC's eager to tackle new challenges that will further their missions. Like major industries in the public and private sectors, the demands of <span class="highlight" style="background-color:">leadership</span> are significant. How to navigate the transitions from physician, teacher, or scientist to academic leader is not covered easily in any text. Vanderbilt University Medical Center has adopted a model of <span class="highlight" style="background-color:">Leadership</span> <span class="highlight" style="background-color:">Coaching</span>, akin to the Trusted <span class="highlight" style="background-color:">Leadership</span> Advisor model (Wasylyshyn, 2017). This case study details the experience of one new leader (first author), freshly plucked from the medical science proving ground. Accounts and description of the experiences and intentions of the <span class="highlight" style="background-color:">leadership</span> coach, Dick Kilburg, provide insight into the processes applied in facilitating this transition. Finally, observations of the transition from the vantage point of the primary supervisor (Department Chair, Nancy Brown) provide a further description of the <span class="highlight" style="background-color:">coaching</span> effect on the early development of an AMC leader. The experience of the client, Kimryn Rathmell (Kim), is told in first person narrative format-fitting for the intense and personal experience that accompanies the transition to a <span class="highlight" style="background-color:">leadership</span> role.</p></div></div><div class="keywords"><h4>KEYWORDS: </h4><p>Academic Medical Centers; Executive <span class="highlight" style="background-color:">Coaching</span>; <span class="highlight" style="background-color:">Leadership</span>; Management; Trusted <span class="highlight" style="background-color:">Leadership</span> Advisor</p></div><div class="aux"><div class="resc"><dl class="rprtid"><dt>PMID:</dt> <dd>31787830</dd> <dt>PMCID:</dt> <dd><a href="/pmc/articles/PMC6884359/" ref="aid_type=pmcid">PMC6884359</a></dd><dd> [Available on 2020-09-01]</dd> <dt>DOI:</dt> <dd><a href="//doi.org/10.1037/cpb0000124" ref="aid_type=doi" target="_blank">10.1037/cpb0000124</a></dd> </dl></div><div class="resc status"></div><div class="links"></div><div id="ncbi_share_pm"><ul class="social-buttons inline_list"><li><button data-share="Facebook" title="Share on Facebook" class="share_facebook" ref="id=31787830&amp;db=pubmed">Share on Facebook</button></li><li><button data-share="Twitter" title="Share on Twitter" class="share_twitter" ref="id=31787830&amp;db=pubmed">Share on Twitter</button></li><li><button data-share="Google" title="Share on Google+" class="share_google" ref="id=31787830&amp;db=pubmed">Share on Google+</button></li></ul></div></div><div class="other_content"><div class="morecit" style="zoom: 1;"><h3 style="zoom: 1;"><a title="Supplemental information" class="jig-ncbitoggler ui-ncbitoggler ui-widget" href="#" id="ui-ncbitoggler-2" role="button" aria-expanded="false"><span class="ui-ncbitoggler-master-text">Grant support</span><span class="ui-icon ui-icon-triangle-1-e"></span></a></h3><div class="ui-helper-reset" aria-live="assertive"><div class="ui-ncbi-toggler-slave ui-ncbitoggler ui-ncbitoggler-slave" aria-hidden="true"><h4>Grant support</h4><ul><li><span role="menubar"><a href="#" abstractlink="yes" alsec="grnt" alterm="K24 CA172355/CA/NCI NIH HHS/United States" role="menuitem" aria-expanded="false" aria-haspopup="true">K24 CA172355/CA/NCI NIH HHS/United States</a></span></li><li><span role="menubar"><a href="#" abstractlink="yes" alsec="grnt" alterm="Z99 CA999999/ImNIH/Intramural NIH HHS/United States" role="menuitem" aria-expanded="false" aria-haspopup="true">Z99 CA999999/ImNIH/Intramural NIH HHS/United States</a></span></li></ul></div></div></div><div class="morecit" style="zoom: 1;"><h3 style="zoom: 1;"><a title="Links to resources such as full text articles and biological data" class="jig-ncbitoggler ui-ncbitoggler ui-widget" href="#" id="ui-ncbitoggler-3" role="button" aria-expanded="false"><span class="ui-ncbitoggler-master-text">LinkOut - more resources</span><span class="ui-icon ui-icon-triangle-1-e"></span></a></h3><div class="ui-helper-reset" aria-live="assertive"><div class="ui-ncbi-toggler-slave ui-ncbitoggler ui-ncbitoggler-slave" aria-hidden="true"><div class="linkoutlist"><h4>Full Text Sources</h4><ul><li><a href="http://ovidsp.ovid.com/ovidweb.cgi?T=JS&amp;PAGE=linkout&amp;SEARCH=31787830.ui" ref="itool=Abstract&amp;PrId=3682&amp;uid=31787830&amp;db=pubmed&amp;log$=linkoutlink&amp;nlmid=9416424" target="_blank">Ovid Technologies, Inc.</a></li></ul></div></div></div></div></div><input id="absid" type="hidden" value="31787830"><input id="absdate" type="hidden" value="2019/12/4"><ul class="print-log"><li></li></ul></div>