PHARMAD 2

• True Leadership

  The ability to mobilize and inspire others; not solely about a title or position
• True measure of leadership

  Influence - nothing more, nothing less
• Leader


  An individual who significantly affects the thoughts, feelings, and/or behaviors of a significant number of individuals
• Formal leaders


  • Have formal power - the right to hire and fire, transfer, demote or promote, and reward
  • Formal power is obtained through organizational authority, the result of holding a position within the organization or an assigned role affecting key outcomes
• Informal leaders


  • Rely on the creation and articulation of a compelling vision of the future to achieve success, without the power and authority formal leaders have
  • Often possess personal magnetism or charisma, expertise in their fields, a recognized history with the organization, or the ability to inspire others
  • In many cases, exert more influence on other fellow employees than do formal leaders
• Holding onto a leadership position is not the same as being a leader
• Traditional authority


  Associated with custom or tradition, such as lines of royal succession or position/rank
• Bureaucratic authority


  Based on rules or established laws
• Charismatic authority


  Based on how leaders use their powers of persuasion and sense of personal magnetism to acquire followers and often devotees
• Sources of power


  • Reward power
  • Legitimate power
  • Expert power
  • Referent power
  • Coercive power
• Effective use of power by leaders

  • Demonstrate qualifications to be a leader
  • Prioritize relationships and communication networks
  • Encourage participation and solicit input
  • Share information and decision making
  • Reward accomplishments and enforce negative consequences
  • Teach others how to effectively use their power
• Leadership is something acknowledged by others as a result of demonstrated vision, self-motivation, performance, determination, communication skills, credibility, ethical behavior, and ability to mobilize, motivate, and achieve desired results through others
• Characteristics of true leaders

  • Ability to articulate a compelling vision for the future
  • Passion
  • Integrity
  • Encouragement of others
  • Curiosity, daring, and taking calculated risks
• Common behaviors and traits of effective pharmacist leaders

  • Behaviors: Acts assertively, Admits mistakes, Challenges the status quo, Communicates well, Delegates, entrusts, and empowers, Demonstrates integrity, Encourages, Innovates, Listens, Makes others feel important, Negotiates successfully, Provides good direction, Resolves conflict, Stays involved
  • Traits: Competent, Cooperative, Credible, Decisive, Diplomatic, Emotionally stable, Innovative, Intelligent, Optimistic, Passionate, Persuasive, Responsible, Systems thinker, Visionary
• Pharmacist leaders must fuse the traits of leadership with the professionalism expected within the pharmacy profession
• Traits of pharmacy professionalism

  • Accountability for actions, decisions, and work efforts
  • Knowledge and skills of pharmacy profession
  • Commitment to improving the skills and knowledge of both self and others
  • Trustworthiness
  • Creativity and innovative thinking
  • Ethically sound decision making
  • Pride in pharmacy profession
  • Service orientation
  • Covenantal relationship with patients
• Pharmacist leaders always consider the ethical and legal consequences of their decisions and actions
• Management


  Generally focuses on the more operational aspects of an organization to achieve goals; managers are concerned with more operational details, such as budgeting, planning, hiring, and developing employees to accomplish the organization's mission or vision
• Leadership


  About "doing the right things" while management involves "doing things right"; leaders are concerned with the broad, general mission, or vision, of an organization
• Hierarchy of executive behaviors

  • Level 1: Individuals who make their contributions independently
  • Level 2: People who work well in team settings
  • Level 3: "Competent managers", individuals who are proficient at managing people and resources
  • Level 4: The classic definition of a leader, someone who "catalyzes commitment to and vigorous pursuit of a clear and compelling vision"
• Management


  Focuses on the more operational aspects of an organization to achieve goals; managers are concerned with more operational details, such as budgeting, planning, hiring, and developing employees to accomplish the organization's mission or vision
• Hierarchy of executive behaviors (Good to Great author Jim Collins)

  • Level 1: Individuals who make their contributions independently
  • Level 2: People who work well in team settings
  • Level 3: "Competent managers", individuals who are proficient at managing people and resources
  • Level 4: The classic definition of a leader, someone who "catalyzes commitment to and vigorous pursuit of a clear and compelling vision, stimulating higher performance standards
  • Level 5: Executives who achieve extraordinary success through "a paradoxical blend of personal humility and professional will"
• Level 5 Leaders


  • They move quietly, modestly, and resolutely toward their goals
  • Someone who is more focused on the organization or cause than on himself or herself and who is more driven by goals than by recognition, fortune, or power
• Level 5 Leader


  • Dr. Gloria Niemeyer Francke, who graduated from a pharmacy school in the early 1940s, held multiple leadership positions, including assistant director of a hospital pharmacy, first executive secretary of the American Society of Hospital Pharmacists, and chairperson of the APhA Advisory group to the Office of Women's Affairs. She actively advocated and advanced gender equality and the roles of women in pharmacy and pharmacy leadership. She was also the first female recipient of the APhA's Remington Medal, considered by many as the pharmacy profession's highest honor.
• Leadership Styles

  • Affiliative
  • Autocratic
  • Democratic
  • Laissez-faire
  • Transformational
  • Servant
• Affiliative leaders

  Masters at forging relationships with others and can be especially effective at building productive teams, but find it difficult to deliver bad news that may disappoint others, including feedback about underperformance
• Autocratic leaders


  Make decisions independently, without engaging or consulting others. This may work well in crisis situations but will not engage the thinking or talents of others.
• Democratic leaders


  Value fair process and tend to give all members of the organization opportunity to weigh in with their preferences and recommendations. They excel in engaging others, but their commitment to collecting input and establishing buy-in can sometimes be inefficient.
• Laissez-faire leaders


  Provide critical resources and information but tend to provide little direction. This works well with highly competent and independent individuals but may cause some people to feel abandoned or ignored.
• Transformational leaders


  Believe that social and spiritual values can be employed to raise employees to even higher levels of performance and motivation. They tend to be "idea" people and may need help attending to the details of their plans. In some cases, their passion can exhaust others.
• Servant leaders


  View their role as being in service to others, meeting the needs of those whom they lead, and helping others to grow by building individual capacity and a sense of community.
• Regardless of your leadership style, you must be aware that styles can be situational. A leadership style that is effective in one situation may be completely ineffective in a different situation.
• Although several leadership styles may work, leaders will be most effective when they select a style consistent with their personality, their brand, the environment in which they exist, and the people with whom they interact.
• Leadership requires authenticity.
• Strategies for developing leadership potential

  • Pursue leadership roles within community organizations
  • Volunteer for leadership roles within your professional associations
  • Find one or more mentors
  • Ask for difficult assignments
  • Stay informed
  • Observe others
  • Read about leaders
  • Take leadership tests and inventories
  • Develop emotional intelligence
  • Do not wait to be ready
• Mentoring Roles


  • Sponsorship
  • Coaching
  • Protection
  • Challenge
  • Exposure and visibility
  • Role modeling
  • Counseling
  • Acceptance and confirmation
  • Friendship
• Components of a Succession Plan

  • Evaluate the significant anticipated challenges the organization is likely to face over the next 5 to 10 years, and consider the skills and background needed to lead the organization during this time
  • Begin to develop internal candidates or make plans to recruit individuals who could be groomed for leadership
  • As the leader's exit time approaches, assess the readiness of internal candidates and begin to work with them more closely if gaps in their preparedness persist
• Work-related characteristics of different generations

  • Baby Boomer (born 1946 – 1964): work efficiently, desire quality; question authority; collegial; team players; consider work to be an adventure
  • Generation X (born 1981 – 1980): self-reliant; desire structure and direction; view work as a challenge and a contract
  • Generation Y (born 1981 – 2000): multitask; entrepreneurial; tolerant; goal oriented; view work as fulfilling
• How would the typical Baby Boomer leader differ from Generation X and Generation Y leaders?