Course Description: Academic medical centers and teaching hospitals are complex organizations where associate deans and academic department chairs provide crucial leadership on a day-to-day basis. Some describe them as "the glue" that holds these organizations together. Wise leaders invest in training and developing associate deans and department chairs. This intensive learning experience features expert faculty who share their knowledge regarding leadership in academic medicine and science. Participants will learn leadership and managerial skills through the exploration of leadership and management topics, theories, and techniques, as well as solutions to the unique challenges facing department chairs and associate deans in academic medicine. At the completion of the seminar, participants will emerge with greater knowledge and an enhanced behavioral repertoire they can put to use as mindful front-line leaders in medical schools and teaching hospitals. Target Audience: MD/Dos, Scientists/Researchers, Psychologists, Therapists, Clinicians and Educators Educational Objectives: At the conclusion of this activity, participants should be able to: • Recognize the primary funding sources and challenges related to each of the academic missions• Identify ways to achieve economic stability and growth in light of recent financial and economic pressures• Apply new skills for managing conflict, negotiation and influencing others• Identify strategies for communicating and working effectively with your Dean and your institution’s leadership• Describe the impact of mergers, acquisitions and clinical integration on faculty and staff• Explain how diversity and inclusion practices lead to better organizational performance Needs Assessment/Practice Gaps: Many leaders in academic medicine and science have impeccable clinical and scientific training. Typically, they have demonstrated a high level of competence in their areas of expertise. However, most of these leaders have no specific training in personnel management, legal issues in higher education, communications (both interpersonal and inter-organizational) in the clinical environment, and financial management. Likewise, practice gaps occur due to the lack of training on working as members and leaders of inter-professional health care teams. Through our review of the extent literature and interviews with persons entering leadership roles, we identified several gaps in training and designed the AAMC Organizational Leadership in Academic Medicine for New Associate Deans and Department Chairs Seminar to address these needs in these areas. Filling these gaps through helping participants to develop an enhanced behavioral repertoire impacts their ability to practice medicine as well as to lead others, especially when working as members of interdisciplinary health professional teams. Needs were assessed through conducting in-depth literature reviews on available resources to the academic medicine workforce related to managerial and leadership development. Reviews are conducted at regular intervals, most recently as part of the process of revising the 2016 AAMC publication “Leading: Top Skills, Attributes, and Behaviors Critical for Success.” Reviews of the literature, information gathered during campus visits, and review of participant evaluation results from the 2015, 2016, and 2017 programs provide support for the need for communications, legal, financial, and administrative training. A recent round of interviews with key AAMC constituents found expressed need for leadership development training specifically targeted at upper-level administrative roles. Development of a combination of leadership competencies and managerial skills is desired. The scope of the program will continue to be reassessed through post-program survey data. Evidence of growing interest and participation – supports the need and interest in these topics among our organizational members. Accreditation Statement: This activity has been planned and implemented in accordance with the accreditation requirements and policies of the Accreditation Council for Continuing Medical Education (ACCME) through the joint providership of the University of California, San Diego School of Medicine and the Association of American Medical Colleges. The University of California, San Diego School of Medicine is accredited by the ACCME to provide continuing medical education for physicians. Credit Designation Statement: The University of California, San Diego School of Medicine designates this live activity for a maximum of 21.25 AMA PRA Category 1 Credit(s)™. Physicians should claim only the credit commensurate with the extent of their participation in the activity. Cultural and Linguistic Competency: California Assembly Bill 1195 requires continuing medical education activities with patient care components to include curriculum in the subjects of cultural and linguistic competency. It is the intent of the bill, which went into effect on July 1, 2006, to encourage physicians and surgeons, CME providers in the state of California, and the Accreditation Council for Continuing Medical Education to meet the cultural and linguistic concerns of a diverse patient population through appropriate professional development. The planners, speakers, and authors of this CME activity have been encouraged to address issues relevant in their topic area. Additional resources and information about AB1195 can be found on the UCSD CME website at http://cme.ucsd.edu. Conflict of Interest Disclosure: It is the policy of the University of California, San Diego School of Medicine and the AAMC to ensure balance, independence, objectivity, and scientific rigor. All persons involved in the selection, development, and presentation of content are required to disclose any real or apparent conflicts of interest. All conflicts of interest will be resolved before the educational activity is delivered to learners through one of the following mechanisms: (1) altering the financial relationship with the commercial interest, (2) altering the individual’s control over CME content about the products or services of the commercial interest, or (3) validating the activity content through independent peer review. All persons are also required to disclose any discussions of off-label/unapproved uses of drugs or services. Persons who refuse or fail to disclose conflicts of interest are disqualified from participating in the CME activity. Participants will be asked to evaluate whether the speaker’s outside interests reflect a possible bias in the planning or presentation of the activity. This information will be used to plan future activities.