phar 5 chapter 16

8/12/2019 Phar 5 Chapter 16

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Chapter 16:Leadership and Management


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the process to which an individual attempts tointentionally influence another individual or group inorder to accomplish a goal.

What is Leadership?


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A Process

Intentional Requires exerting Influence

Centers on People

Goal-Directed

Should be for the Common Good

What is Leadership?


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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


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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


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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


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Accomplishes its goals in a way that develops and

strengthens long-term relationships.

Commitment

Leadership centers on people andthe relationships between them


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Ultimate purpose is to achieve the desired goals.

Leadership is goal-directed


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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


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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


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Formal Power (Legitimate Power)

Reward Power

Punishment Power (Coercive Power)

Expert Power

Charismatic Power (Referent Power) Information Power

Six commonly recognized Types ofPower:


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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)


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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


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Power to punish

Accompanies formal authority

Discourage undesired behaviors

Punishment Power (Coercive Power)


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Derives form expertise of a person who has special

knowledge, skills, and experience. Can be traded for influence

Expert Power


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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)


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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


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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


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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


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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


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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


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Leadership vs. Management

PULLINGPUSHING

COMPLIANCE COMMITMENT

MANAGEMENT LEADERSHIP

OUTCOMEDESIRED

TYP

EOFINFLUENCE


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Leader focus on getting people tocommit to a common goal, whilemanagers concentrate on getting people

to take action toward the goal.


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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


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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


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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


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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.


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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


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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


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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:


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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


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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



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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



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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



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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



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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



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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


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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.


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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


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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


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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


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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


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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


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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


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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


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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


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1. Pharmacy leadership impeded not fostered.

2. Educational system

3. Leadership training after graduation id haphazard

Barriers to Developing Leaders inHealth Systems

phar 5 chapter 16

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