Leadership: What and How?

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Leadership What and How?

• Trinity of Function
• Service
• Training
• Research

2

• Prime concern of the Institute is to develop
  patterns of teaching in UG PG medical education
  in all branches so as to demonstrate a high
  standard of medical education to all medical
  colleges and allied institutions in India
• Products outstanding, created a niche for
  themselves nationally and internationally

3

• Training Teaching Patterns
• Extract best out of un-initiated students /
  young faculty members
• In tune with times
• Numerous academic activities creating a
  challenging environment
• Emphasis on special areas e.g clinical
  decision making
• Super-specialty training multiplier effects
• Need for role models
• Outside the institutional framework
  participation in CMEs

4

• Service Component
• Cutting edge technology
• Constant up gradation
• Newer modalities
• Technology transfers even economically
  non-viable technologies
• Basis for training and human resource
  development

5

• Research
• Relevant Focused
• Participation in all stages of research
• Biomedical research
• Pathogenesis related research
• Product development
• Vaccines
• Tools for surveillance
• Epidemiology related research
• Policy leadership

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• Technical support to government
• Knowledge generation (evidence based policy
  modifications)
• Program implementation
• Monitoring External Evaluation

7

• Establishing Networks
• To take up issues of wider interest
• Credibility individual vs. institutional
• Concept of equal partnership
• Capacity building exercise
• Catalyzing change
• Sustainability

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• Leadership in ethical practice ethical
  committees
• Participating in science management
• Partnership with industry setting ground
  rules product development product evaluation

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Enabling Environment

• High expectations
• Academic freedom
• Inter-disciplinary environment
• Focused no private practice
• Constant energy most promising students-
  constant challenge to environment in general and
  faculty in particular
• Highly competitive environment

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• Exposure to global platforms attending
  conferences, training, fellowships
• Access to policy makers
• Autonomy relative freedom from politicization
• Administrative support

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• Flexibility
• Time protection
• Infrastructure
• Access to state of art technology research /
  patient care
• Optimal work load quality vs. quantity
• Non-throttling micro-environment
• Extreme degree of professional satisfaction
• Establishment of corporate life within the
  campus

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Threats

• Catalyst success quality wide audience
  and acceptance
• Need for big success
• Institutional appreciation
• Institutional competition / complacent
  attitude
• Keeping pace with technology resource crunch
  over time

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• Institutional structure oversize
• Eroding autonomy
• Political interference
• Correct perspective for emergence of
  leadership
• Process of selection above board / stringent
  quality assurance
• Struggle for survival
• Need for connectivity stature vs. status

14

• Total dependence on outside support
  biomedical engineering research
• Creating environment for relevancy of research
• Sustainable teams / groups / lack of
  institutional memory (people come and go)
• UG training not a priority

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• National needs vs. current infrastructure
• Need for replication of similar institutions
  in other parts of the country
• Catalyst a couple of big Successes
• Change will come as an epidemic

Institutional Leadership Nation as a
Leader in Health