Leadership in Pharmacy
11th October 2012
Karen Marsden
Objectives
By the end of this session you should be able
to
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describe the differences between leadership and
management
identify and compare different leadership styles
describe your leadership style and its impact on
others
describe your action plan for development as a
leader
Leader or Manager?
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What is the difference?
Are all managers leaders?
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A manager is appointed to a position and has the possibility of
developing leadership skills and of being recognised as a
leader
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A leader is recognised by the people around them as someone
who provides leadership for them in a particular situation
whatever their official role is.
What is a Leader?
What is your definition of a leader?
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Who impressed you as a leader?
Why did they impress?
What made them special?
What about the poor leaders?
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Who has had a negative effect on you?
 What did they do?
What words did you use?
What is a Leader?
Hundreds of definitions of leaders/leadership
Someone
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who inspires me
takes an interest in me
works with me
works with the team
shares a common goal
‘Followship’
‘Without
followers
Napoleon was
just a man
with a hat’
Expectations of Followers
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Belonging
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Enthusiasm
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Valued and appreciated
Engaging with your team is an important part of the
leader’s role in gaining respect
You have to earn respect!
Meeting Expectations of Followers
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What do you do?
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What could you do?
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How will you know you have been successful?
You
The
Individual
The Task
Situational Leadership
(Ken Blanchard and Paul Hersey – 1968)
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Self aware
 Requires you to be able to assess how much support or
development each of your team members need depending
on what you want them to do.
 Flexibility – to match a leadership style to that development
need
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What do you need them to do?
What skills or knowledge do they have
Can they transfer the skills and knowledge they have?
How enthusiastic are they?
How confident are they?
Leadership Style
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What’s your leadership style?
Your preferred style
Column 1 – Directive
 High direction – Tell!
 Closely supervises the individual
 Develops plans for training
 Takes the lead in action plans and decision making
 Provides frequent checks and feedback on progress
Your preferred style
Column 2 – Coaching
 High direction and support
 Makes decisions but explains why, to gain support
 Seeks suggestions from individual but makes final
decisions
 Listens – time to voice concerns and share ideas
 Directs getting the task completed
 Frequent feedback and praise
Your preferred style
Column 3 – Supportive
 Low direction and high support
 Asks, listens and encourages
 Individual takes the lead in action planning
 You facilitate decision making and problem solving
 Works with individual to evaluate their own work
Your preferred style
Column 4 – Delegating
 Low direction and support
 Empowers the individual to act independently
 Provides resources needed to get the task done
 The goal setting, action planning, problem solving
and decision making are done by the individual
 Act as a ‘consult’
Your perception
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Your style is your perception – your reality!
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It may not be what others see!
The Individual and The Task
‘When we see someone for
the first time the initial
sound/vision bite - a
combination of their looks,
their dress, their bearing and
their opening remarks
become etched in our minds
and affect our attitudes to
them’
Michael Shea in Personal Impact
‘Skill and Will’
‘Skill’ - Competence
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The knowledge and skills the individual brings to the task/role
May have come from education/training over a period of time
Could be based on experience – which may be transferable –
for example – ability to plan, to organise, to solve problems and
to communicate well
‘Will’ - Commitment
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The level of the individual’s motivation
Their confidence – do they trust their own ability to carry out a
task?
Their enthusiasm
Assessing ‘Skill and Will’
High ‘Skill’
High ‘Will’
• Confident
• Expert
• Consistent
Moderate ‘Skill’
Variable ‘Will’
• Cautious
• Bored
• Capable
Low/some ‘Skill’
Low ‘Will’
• Discouraged
• Confused
• Overwhelmed
Low ‘Skill’
High ‘Will’
• New
• Inexperienced
• Enthusiastic
So what do they need from you?
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High Skill – High Will
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Moderate Skill – Variable Will Capable, Cautious Performer
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Low/some Skill – Low Will
Demotivated Learner
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Low Skill – High Will
Eager Beginner
Self-Reliant Achiever
Low Skill – High Will
What they need from you
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Clear goals and standards – what good looks like
Examples of how to complete the task and goal
Hands on training – show and tell
Action plans – SMART objectives
Priorities
Skills recognised
Opportunities to practise
Frequent feedback
Some/Low Skill – Low Will
What they need from you
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Clear goals
Explanation – Why? Importance?
Opportunity to raise concerns
Encouragement
Assurances – it’s OK to make mistakes
Coaching to build new skills
Frequent feedback
Moderate Skill – Variable Will
What they need from you
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Approachable mentor
Opportunity to raise concerns
Opportunity to test ideas
Support for problem solving
Help in building confidence
Praise and recognition
Obstacles removed
Kick start to overcome procrastination
High Skill – High Will
What they need from you
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Variety
Challenge
A mentor rather than a leader
Trust
Authority
Acknowledgement of the contribution
Opportunity to share their knowledge and skills with
others
Adapting
No-one has it all.
It’s a matter of fit.
True situational
leadership involves
calibration of behaviour
to fit a given situation
Relax it’s Only Uncertainty – Hodgson and White 2001
Matching
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So you know your preferred style – how will you match it?
HIGH
Supportive
Behaviour
Moderate Skill
SUPPORTING
Variable Will
Low/Some Skill
COACHING
Low Will
High Skill
DELEGATING
High Will
Low Skill
DIRECTING
High Will
LOW
LOW
HIGH
Directive Behaviour
Mis-matching
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There can be a negative impact on development and motivation
when people are over or under supervised
Under-supervision – delegating or supporting style used when
there is moderate to low skill or knowledge of the job
Over-supervision – coaching or directing when there is lots of
skill and high or moderate will
Over to You!
Action Plans
My preferred leadership style
My least preferred leadership style
My development need for other leadership styles
I will try situational leadership with
The job I want them to do
I have analysed their skill/will levels against this task and
believe they have ____________ skill and ___________ will
The leadership style I will need to use initially:
Buttercups Leadership Programme
On-line training
Modules include:
Team Management (including a Belbin Profile for your team role)
Communication
Personal Efficiency/Time Management
Coaching
Customer Service
Additional modules being developed – performance
management and appraisals, change management
Pharmacy related case studies
You build and review your Personal Development Plan (PDP)