Download - Phar 5 Chapter 16
-
8/12/2019 Phar 5 Chapter 16
1/47
Chapter 16:Leadership and Management
-
8/12/2019 Phar 5 Chapter 16
2/47
the process to which an individual attempts tointentionally influence another individual or group inorder to accomplish a goal.
What is Leadership?
-
8/12/2019 Phar 5 Chapter 16
3/47
A Process
Intentional Requires exerting Influence
Centers on People
Goal-Directed
Should be for the Common Good
What is Leadership?
-
8/12/2019 Phar 5 Chapter 16
4/47
Is a series of action exerted by individuals to
accomplish goals.
A good Process: Leaderships should effectivelyaccomplish goals; efficiently use people and resources;
and be respectful to individuals involved or affected inthe process
Leadership is a Process
-
8/12/2019 Phar 5 Chapter 16
5/47
Requires deliberate effort on the part of a leader who
must willingly accept responsibility and take action.
Laissez- faire leadership hands-off approach to peopleand events
Leadership is Intentional
-
8/12/2019 Phar 5 Chapter 16
6/47
Can be accomplished in a multitude of ways:
Transactional (e.g., Do this, and I will give you that.)
Inspirational (e.g., Here is our purpose. Lets achieve it!)
Leadership requires exertingInfluence
-
8/12/2019 Phar 5 Chapter 16
7/47
Accomplishes its goals in a way that develops and
strengthens long-term relationships.
Commitment
Leadership centers on people andthe relationships between them
-
8/12/2019 Phar 5 Chapter 16
8/47
Ultimate purpose is to achieve the desired goals.
Leadership is goal-directed
-
8/12/2019 Phar 5 Chapter 16
9/47
Good leaders maximize utility to society.
Tyrants and despots are deemed to be poor leadersbecause they damaged the common good.
Leadership should be for theCommon good
-
8/12/2019 Phar 5 Chapter 16
10/47
A fundamental element of leadership is the
willingness and ability to use power.
Power- the ability to influence
The more power one has, the more potential influenceand ability to lead.
Sources of Leadership Power
-
8/12/2019 Phar 5 Chapter 16
11/47
Formal Power (Legitimate Power)
Reward Power
Punishment Power (Coercive Power)
Expert Power
Charismatic Power (Referent Power) Information Power
Six commonly recognized Types ofPower:
-
8/12/2019 Phar 5 Chapter 16
12/47
The power bestowed on a person on the form of
positional authority.
Pharmacist is made director of pharmacy, theorganization gives him or her authority to hire and fire,
make budgetary decisions, and set policy within thedepartment.
Formal Power (Legitimate Power)
-
8/12/2019 Phar 5 Chapter 16
13/47
Ones ability to reward others who act in a desired
manner. Mostly comes with formal power, but anyone can
reward.
Reward- depends greatly on how a individual values
it.
Reward Power
-
8/12/2019 Phar 5 Chapter 16
14/47
Power to punish
Accompanies formal authority
Discourage undesired behaviors
Punishment Power (Coercive Power)
-
8/12/2019 Phar 5 Chapter 16
15/47
Derives form expertise of a person who has special
knowledge, skills, and experience. Can be traded for influence
Expert Power
-
8/12/2019 Phar 5 Chapter 16
16/47
Ability to influence another by force of character or
charisma.
People who are admired by others are able to exert influencethrough a desire of followers to emulate or please them.
Mahatma Gandhi was one of the Greatest Leaders of the 20 thcentury, but he never held a formal leadership position.
Charismatic Power (Referent Power)
-
8/12/2019 Phar 5 Chapter 16
17/47
Possession of critical information needed by others
A person who controls information can exertconsiderable power.
Savvy pharmacists and managers cultivate informationsources in organizations who can inform them aboutorganizational politics and upcoming events.
Information Power
-
8/12/2019 Phar 5 Chapter 16
18/47
Individuals in formal position of authority have
greater potential to influence others. A title gives more opportunities to influence.
However, formal authority does not make one aneffective leader
Leadership must be earned.
Leadership without Formal Authority
-
8/12/2019 Phar 5 Chapter 16
19/47
big L leaders have more power because of
additional resources available to themgreateraccess to information, more contact with each otherinfluential people, and the like.
small L leaders without title, but can still usereward, punishment,expert, charismatic andinformation power.
big L leaders vs small L leaders
-
8/12/2019 Phar 5 Chapter 16
20/47
Managers
Exert influence by providing order and consistency
Accomplished through activities of planning,budgeting, organizing, staffing, controlling andproblem solving
Critical to day-to-day operations
MANAGERS = Compliance over commitment
Contrasting Leadership andManagement
-
8/12/2019 Phar 5 Chapter 16
21/47
Leaders
Adaptability Coping with change, setting directions, for others,
communicating a common vision, and motivating andinspiring followers
Inspire followers to work independently withoutmuch direction
LEADERS = Commitment over compliance
Contrasting Leadership andManagement
-
8/12/2019 Phar 5 Chapter 16
22/47
Leadership vs. Management
PULLINGPUSHING
COMPLIANCE COMMITMENT
MANAGEMENT LEADERSHIP
OUTCOMEDESIRED
TYP
EOFINFLUENCE
-
8/12/2019 Phar 5 Chapter 16
23/47
Leader focus on getting people tocommit to a common goal, whilemanagers concentrate on getting people
to take action toward the goal.
-
8/12/2019 Phar 5 Chapter 16
24/47
Can help understand and explain in problem faced in theinfluencing change.
Supplement common sense and intuition Assist in exploring why some leaders are effective and other are
ineffective Aid in developing strategies that enhance the impact of leaders Easier to identify leadership characteristics, behaviours, and
responses to situations
No single theory explains every situation; but can help answerquestions
Leadership Theories
-
8/12/2019 Phar 5 Chapter 16
25/47
Nature of Leaders General Behaviors of
Leaders
Responses of Leaders
1. Trait theories 1. Behavioral Theories 1. Situational Theories
2. Attitude theories - Task- oriented leaders- Follower-oriented
leaders
- Nature of Job- FollowerCharacteristics- Relationship betweenleader and followers
- OrganizationalRestraints- Leaders abilities
Leadership Theories
-
8/12/2019 Phar 5 Chapter 16
26/47
They are theories that attempt to identify characteristics of aneffective leader.
Trait theories and Attitude theory
Trait theories group of theories that argue that the greatest predictors of
leadership effectiveness and success are the traits and
dispositions with which people are endowed at birth or developin early life reviews of the literature suggests that the most desirable traits
for leader are: drive, motivation, integrity, self- confidence,intelligence, and knowledge.
Nature of Leaders
-
8/12/2019 Phar 5 Chapter 16
27/47
Attitude theory considers attitudes toward followers
beliefs leaders hold about people greatly influences both managersbehaviour and followers responses. -Divides leaders into two categories:
* Theory X believe that people are generally lazy, lackambition, avoid responsibility, and seek security instead of challenge.
- followers told what to do and carefully watchedand managed
* Theory Y generally believe that people are ambitiousabout things of importance and will achieve fantastic results whenproperly challenged.
- treat followers with respect and ask as much from followersas from themselves.
* Attitude theory is a self- fulfilling prophecy.
-
8/12/2019 Phar 5 Chapter 16
28/47
Behavioral theories- nature of leaders only provide foundation, butrather the knowledge of behavior can help in identifying and traininggood leaders
What leadership behaviors are most effective?
Two primary dimensions of behavioural orientation: Task- oriented leaders
- focus on accomplishing the assigned job; followers take back seat- provides the necessary structure (can be restrictive)
Follower- oriented leaders- less on the job at hand and express greater concern for the follower in
words and actions- supportive behaviour
Both orientation taken to extremes can be problematic
General Behaviors of Leaders
-
8/12/2019 Phar 5 Chapter 16
29/47
Situational theories attempt to understand, explain
and predict the role of context in effective leadership. It refers to the situation faced by the leaders and how
leaders react to those situations.
Situation- specific behaviour, traits and abilities.
Responses of Leaders
-
8/12/2019 Phar 5 Chapter 16
30/47
Nature of the jobRoutine and non-routineStructures and unstructured
Follower characteristics
Relationship between leader and followersGood = mutual trust and respectBad = lead to adversarial interactions
Organizational constraints Leaders abilities
Leaders ability to adapt to change helps adjust tasks,
followers and organizational constraints
Leaders have little control over many factors soADAPDABILITY is better than changing the situation
Different situational theories agree that theappropriate leadership style depends on:
-
8/12/2019 Phar 5 Chapter 16
31/47
COERCIVE STYLE (directive style)
Uses rewards and punishment to influence behavior
Task- oriented and controlling
us-versus-them environment
Least effective if primary form; essential as supplement
Six Basic Leadership Styles
-
8/12/2019 Phar 5 Chapter 16
32/47
TRANSFORMATIONAL STYLE
Mobilizes people toward a vision articulated by a leader
Rely on charismatic power
Most effective in the greatest number of situations butcan fail
Maximizes commitment and encourages individuals toinnovate and take risks
Six Basic Leadership Styles
-
8/12/2019 Phar 5 Chapter 16
33/47
AFFILIATIVE STYLE
Revolves around meeting the emotional needs offollowers
Focuses on people
Seek happiness, harmony, and mutual loyalty betweenleaders and followers
Offer positive feedback = good work = self confidenceand esteem
Can have negative effects
Six Basic Leadership Styles
-
8/12/2019 Phar 5 Chapter 16
34/47
DEMOCRATIC STYLE
Gives followers a say in decision that affect their worklives
Solicit input from followertheir major decisions andinitiatives
Sense of ownership of staff
Can be inefficient
Six Basic Leadership Styles
-
8/12/2019 Phar 5 Chapter 16
35/47
PACSETTING STYLE
Set extremely high performance standards for bothfollowers and themselves
Pacesetters lead by EXAMPLE- demonstrate effort andsacrifice
do as I do
Adopted by many pharmacy leaders
Six Basic Leadership Styles
-
8/12/2019 Phar 5 Chapter 16
36/47
COACHING STYLE
Strive to develop the abilities of their follower so theycan work more independently and effectively towardorganizational goals
Through career development, training, and skill
development Very effective but mostly underutilized
Six Basic Leadership Styles
-
8/12/2019 Phar 5 Chapter 16
37/47
The more leadership styles a person masters, thebetter he or she can adapt to changing leadership
situations
Leaders who have mastered four or more styles-especially the transformational, democratic, affiliative,and coachingstyles- tend to establish and maintain the
best working environment and show better businessperformance.
Leaders need many Styles
-
8/12/2019 Phar 5 Chapter 16
38/47
Some leaders adapt to their leadership deficiencies byfinding environments that match their styles and
abilities (e.g., a coercive leader might try to find asituation in which the staff prefers lots of structure andthe tasks are routine and standardized.)
Other leaders adapt by working with others who arewilling and able to cover up their leadershipweaknesses. This requires leaders to understand theirown weaknesses, identify individuals with the requisiteskills.
-
8/12/2019 Phar 5 Chapter 16
39/47
Phases according to John Maxwell:
Phase 1- unaware and ineffective Phase 2- aware and ineffective
Phase 3- aware and effective
Phase 4- unaware and effective
Developing Leadership Abilities
-
8/12/2019 Phar 5 Chapter 16
40/47
Individuals have underdeveloped leadership skills.
They have strong opinions and be quick to offeradvice, but they have done very little headingthemselves and have modest understanding of whatit takes to lead others
Phase 1: unaware and ineffective
-
8/12/2019 Phar 5 Chapter 16
41/47
People have accepted leadership roles and found out
how hard it is to be a good leader. They make mistakes and are relatively ineffective.
Phase 2: aware and ineffective
-
8/12/2019 Phar 5 Chapter 16
42/47
Must work hard to apply their leadership skills, but
doing so makes them steadily more effective. Individuals consciously apply what they have learned
about leading others.
Phase 3: aware and effective
-
8/12/2019 Phar 5 Chapter 16
43/47
Leadership is less a conscious act and more a part of a
persons life. Leadership becomes automatic, but the impact is
tremendous.
Leaders no longer consciously think while they
influence others.
Phase 4: unaware and effective
-
8/12/2019 Phar 5 Chapter 16
44/47
Critical to leadership
Comprises self-awareness, self-regulation, motivation,empathy and social skills.
These qualities help confer the ability to applydifferent leadership styles to different situations.
The greater the EI, the larger the number of leadershipstyles that can be appropriately applied.
Role of Emotional Intelligence
-
8/12/2019 Phar 5 Chapter 16
45/47
Identify and work with a mentor during the early
stages of ones career. Become a thoughtful student of leadership
Never stop trying to understand yourself
Identify the skill sets necessary for leaders in health-
system pharmacy Practice leadership
How pharmacists can increase theirE.I. and ability to lead
-
8/12/2019 Phar 5 Chapter 16
46/47
Competencies Needed for Leaders inHealth-System Pharmacy
Technical Capabilities People Skills
1. Medication-use systemmanagement
2. Pharmacy operationsmanagement
3. Financial management4. InfoTech management5. Planning and
organizational skills
6. Problem solving andcritical thinking
1. Human resourcemanagement
2. Leadership and vision3. Self-development and
teach ability4. Empathy and social skills5. Communication skills6. Integrity
7. Commitment (initiativeand persistence)8. Responsibility (selfless
accountability)9. Caring about others
-
8/12/2019 Phar 5 Chapter 16
47/47
1. Pharmacy leadership impeded not fostered.
2. Educational system
3. Leadership training after graduation id haphazard
Barriers to Developing Leaders inHealth Systems