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SECTION
1
Leading and Managing
CHAPTER 1
Leadership Essentials for Pharmacists
CHAPTER 2
Management Essentials for
Pharmacists
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© Jones and Bartlett Publishers, LLC. NOT FOR SALE OR DISTRIBUTION.
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CHAPTER 1
Leadership Essentials
for Pharmacists
Scott M. Mark, PharmD, MS, MEd, MBA, FASHP, FACHE, FABC
Rafael Saenz, PharmD, MS
LEARNING OBJECTIVES
After completing the chapter, the reader will be able to
1. Describe the current state of the pharmacy professions leadership shortage.
2. Explain possible paths to a leadership role.
3. Explain the diff erence between formal and informal leadership.
4. Cite common traits of an eff ective leader.
5. Diff erentiate between leadership and management.
6. Describe diff erent leadership types and styles.
7. Suggest leadership development strategies.
KEY CONCEPTS of others in accomplishing a common task,
and the eff ectiveness of leaders is determined
1
◆ Th e shortage of pharmacist leaders is more by both their level of infl uence and the out-
than four times greater than it is for pharma- comes of their decisions.
cists. With 70–80% of pharmacist leaders 4
expected to retire within the next decade, the ◆ Th ere is a diff erence between holding a leader-
number of leadership positions available in ship position and being a leader. Likewise,
pharmacy is growing. there is a diff erence between having power or
authority that is earned and having power or
2
◆ In the pharmacy profession, transition into a authority that is bestowed.
leadership role oft en happens serendipitously, 5
resulting in what is sometimes called “acci- ◆ Despite your title, role, or position on an orga-
dental leadership.” nizational chart, you have the power to be a
leader. Leadership is something acknowledged
3
◆ Leadership is the process of infl uence in which by others as a result of demonstrated vision,
one person is able to enlist the aid and support self-motivation, performance, determination,
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4 Chapter 1: Leadership Essentials for Pharmacists
1
communication skills, credibility, ethical available in pharmacy is growing. Given these
behavior, and ability to mobilize, motivate, trends, it is not surprising that highly trained phar-
and achieve desired results through others. A macists are targets for roles in which they will
high-level position or formal leadership role provide guidance on professional and patient care
is not required for you to be perceived as a decisions. If you are a pharmacist who is good at
leader. what you do, you will likely be asked to assume
leadership responsibilities. Thus, a better under-
6 2
◆ Pharmacist leaders must fuse the traits of standing of the concept of leadership is vital.
leadership with the professionalism expected Advancement to a leadership position could be
within the pharmacy profession. Professional- part of a formal organizational succession plan or
ism is defi ned as the standards, behaviors, and a next step in an individual pharmacist’s career
3 2
character of an individual engaged in tasks map. ◆ In the pharmacy profession, transition into
related to his or her work or profession. a leadership role often happens serendipitously,
resulting in what is sometimes called “accidental
7 3
◆ Although management is similar to leadership leadership.” Situations that may result in leader-
in many ways, as management and leadership ship opportunities can range from an unexpected
skills oft en overlap, management generally vacancy on an executive team to recognition for a
focuses on more operational aspects of an novel idea. Additional opportunities are presented
4,5
organization to achieve goals. Leadership is in Table 1–1. Several leadership topics are
about “doing the right things,” whereas man- addressed in this chapter, including the defi nition
agement involves “doing things right.” of leadership, what it means to be a leader, leader-
ship characteristics, the differences between lead-
8
◆ Leadership theorists have characterized a ership and management, styles of leadership, and
variety of leadership styles, and each style has strategies for developing leadership competencies.
both pros and cons. This chapter and Chapter 2, “Management Essen-
9 tials for Pharmacists,” serve as the introduction for
◆ Although several leadership styles may work,
leaders will be most eff ective when they select this textbook, as concepts presented in these
a style consistent with their personality, their chapters will be built on in later chapters.
brand, the environment in which they exist,
and the people with whom they interact. Opti- LEADERSHIP DEFINED
mally, leaders will be able to fi nd environ- True leadership is the ability to mobilize and
ments in which they are able to demonstrate inspire others; it is not solely about a title or a
their preferred approach to leading others. position. As leadership authority John C. Maxwell
10 noted, “The true measure of leadership is infl uence
◆ Growing your leadership capacity requires
6(p11) 3
sustained and deliberate eff ort. —nothing more, nothing less.” ◆ Leadership is
the process of infl uence in which one person is able
INTRODUCTION to enlist the aid and support of others in accomplish-
ing a common task, and the effectiveness of leaders
Unless pharmacy students have considered the is determined by both their level of infl uence and the
possibility of being called on to lead, they may not outcomes of their decisions.7,8 In Leading Minds: An
seek to develop the necessary skills to be success- Anatomy of Leadership, psychologist and scholar
ful in a leadership role; however, given the Howard Gardner states, “A leader is an individ-
current state of our profession, learning about ual . . . who signifi cantly affects the thoughts, feel-
1 ings, and/or behaviors of a signifi cant number
leadership is more important than ever. ◆ The
shortage of pharmacist leaders is more than four of individuals.”9(pix) This is perhaps the most
times greater than it is for pharmacists. With 70–80% appealing aspect of leadership—the ability to
of pharmacist leaders expected to retire within the inspire and infl uence others in profound and com-
next decade, the number of leadership positions pelling ways.
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