Pharmacists can learn from the accumulated wisdom of the leadership literature to be better leaders. These slides summarize the major ideas covered in Chapter 2 of "Leadership for Pharmacists". It provides a brief review of leadership theories and what pharmacists can learn from them.

1. Chapter 2:
What Does It Take to
Be a Leader?
Leading Change in Pharmacy Practice

2. LEARNING OBJECTIVES
1. Describe features of theories that focus on the individual nature of leaders
determines their effectiveness
2. Explain how the expectations of leaders influence follower behaviors
3. Compare how narcissistic and servant leaders differ in their approach to leading
others
4. Make a case for the relative effectiveness of task-orientation or follow-
orientation as a general leadership behavior

3. THEORIES OF LEADERSHIP

4. Leadership Theories….
Present a systematic way of understanding, explaining, and/or predicting what
works in leading others
Illustrate relationships between causes and effects of leaders and leadership
situations
Do not provide THE ANSWER. Rather, they help increase the chances of making the
right choices in leading change.

5. Major Perspectives on
Leadership Individual Nature of
Leaders
Responses
of Leaders
to
Changing
Situations
Philosophy of
Leaders
General
Behaviors
of Leaders
Most leadership theories can be
categorized as relating to the
1. Leaders themselves
2. Their philosophies
3. The behaviors of leaders,
and
4. How leaders can and should
respond to changing
situations

6. INDIVIDUAL NATURE OF LEADERS

7. INDIVIDUAL NATURE OF LEADERS
Innate Traits or Abilities
• Genetic - Leaders are born, not made
• Trait - Seeks to define those personal traits that consistently identify good leaders
Emotional Intelligence
Skills of Leaders
• Technical
• Human
• Conceptual

8. Google “leadership and traits”

9. Traits often found in literature
Determination
Integrity
Self-confidence
Intelligence
Social skills
Are all of these
Traits associated
With the leader you
Visualized?

10. Leadership and Emotional Intelligence
Being a leader requires balancing conflicting goals
• Focus on the task or the needs of followers?
• Provide structure or support?
• Know your team members or maintain a healthy distance?
• Serve your interests or the interests of your team?
To balance conflicting goals requires leaders to employ all five components of
emotional intelligence

11. Components and Competencies of Emotional Intelligence
Component Description Competencies
Self-
Awareness
Recognizing and understanding
one's emotions, drives, values, and
goals, and their effect on others.
Emotional Awareness: Recognizing one's emotions and their effects
Accurate Self-assessment: Knowing one's strengths and weaknesses
Self-confidence: A strong sense of one's self-worth and capacities
Self-
Regulation
Controlling or redirecting disruptive
emotions and impulses. Includes
the ability to think before acting.
Self-Control: Keeping disruptive emotions and impulses in check
Trustworthiness: Maintaining standards of honesty and integrity
Conscientiousness: Taking responsibility for personal performance
Adaptability: Flexibility with change
Innovativeness: Being comfortable with novel ideas, approaches’ and new information
Self-
Motivation
One’s internal drive to achieve.
Requires understanding what one
really wants.
Drive: Striving to improve or meet a standard of excellence.
Organizational Commitment: Aligning personal goals with the goals of the group or
organization
Initiative: Readiness to act
Optimism: Persistence despite obstacles and setbacks
Empathy Considering other’s feelings,
especially when making decisions.
Understanding Others: Sensing others' feelings and perspectives and taking an active
interest in their concerns
Developing others: Sensing others' development needs and encouraging their abilities
Service orientation: Anticipating, recognizing and meeting customers' needs
Encouraging diversity: Cultivating diverse relationships
Political awareness: Reading power relationships in groups
Social Skills Managing relationships with others
to get things done.
Communication: Listening and articulating views
Conflict Management: Resolving disagreements
Leading Change: Initiating or managing change
Collaboration and co-operation: Working with others towards shared goals
Team capabilities: Using groups to pursue collective goals
Influence: Being persuasive
GolemanD.EmotionalIntelligence.Vol9.;1995.

12. What do leaders look like?

13. Google “leader”: images

14. https://hbr.org/product/the-different-words-we-use-to-describe-male-and-female-leaders/H04BT5-PDF-ENG
Harvard researchers
analyzed a large-
scale database of
objective and
subjective
performance
measures. From a list
of 89 leadership
attributes used to
describe performance,
they found the
following descriptive
words for men and
women.
Objective measures
were similar between
men and women
leaders.

15. Summary about traits
Weak relationship
Still used
Often leads to bias

16. Skills of Leaders
A skills approach to leadership makes a case that unlike traits, skills can be more
easily learned and therefore, leaders can be developed
Three basic skills are needed with anyone who directs and is responsible for the
activities of others
1. Technical
2. Human
3. Conceptual
Of increasing importance as
individuals accept greater
organizational responsibilities

17. Skills of Leaders
A skills approach to leadership makes a case that unlike traits, skills can be more
easily learned and therefore, leaders can be developed
Three basic skills are needed with anyone who directs and is responsible for the
activities of others
1. Technical
2. Human
3. Conceptual
Of increasing importance as
individuals accept greater
organizational responsibilities

18. The Peter Principle: States that in
organizational hierarchies, people tend to
rise to "their level of incompetence”
https://en.wikipedia.org/wiki/Peter_principle

19. LEADERSHIP PHILOSOPHIES AND
ATTITUDES

20. LEADERSHIP PHILOSOPHIES AND ATTITUDES
Theory X and Theory Y
Narcissistic Leaders
Servant Leaders

21. Theory X Theory Y
Structure:
Controlling,
Coercing, Directing
+++ +
Support:
Encouraging, Caring,
Emotional concern
+ +++

22. Theory X and Theory Y suggest that a
leader’s attitudes towards followers can
act as a self-fulfilling prophecy

23. Narcissistic
Leaders Servant
Leaders
Philosophy that puts the
leader's interests and
desires above all else
Philosophy that puts
others (e.g., organization,
followers, vision) first

24. Narcissistic leadership
Common in organizations, politics, and life
Many of our most famous and effective leaders have significant degrees of
narcissism
When we describe characteristics of leaders, we often list those associated with
narcissists
Confident Consistent Willing to make tough choices
Bold Visionary Unhappy with status quo
Charismatic Demanding Good communicator

25. The Dark Side of Narcissistic Leadership
Pursue personal needs
Self-promoters, and often attain positions for which they are not qualified
When unqualified, they are able to hide their lack of ability by being charismatic,
confident, and bold
Likely to damage the careers of the people they manage because they lack empathy for
subordinates, take unfair credit for work of others, and blame anyone but themselves
when things go wrong
Tendency toward grandiose thoughts often leads to close-mindedness and distrust in
anyone who does not agree with them
Surround themselves with sycophants or people who are unwilling to challenge them

26. Narcissism Continuum
Productively Humble
• Healthy degree of
selflessness
• Selfless but not naïve
or a martyr
• Manages emotional
toll of selflessness
Productive Narcissism
• Healthy degree of
self-interest and
pride
• Able to align self-
interest with the
organization’s
mission and control
narcissistic behaviors
when they get in the
way of the mission
Unproductive
Narcissism
• Unable or unwilling
to control narcissistic
behaviors
• Excessive self-
absorption, self-
importance, and
attention seeking
damages
professional
relationships and
follower engagement
Clinical Narcissism
• Narcissistic
Personality Disorder
Diagnosis
• Inability to function
in normal daily
activities and roles

27. Servant Leadership
Newly popular philosophy that is the opposite of narcissistic leadership
It puts others first

28. Which philosophy is more consistent with being a
professional?
Narcissistic or servant leadership?

29. "I promise to devote myself to a lifetime of service
to others through the profession of pharmacy.“
Oath of a Pharmacist

30. Can narcissists be servant leaders?

31. Behavioral Theories

32. Behavioral Theories
State there are two primary dimensions of leadership behavior:
1. Task Orientation
2. Follower Orientation

33. Compliance but not
commitment, feeling
disrespected and
unvalued, greater turnover
Acceptance of mediocracy,
Not achieving peak
performance
Too much
structure
Too much
support

34. “STRUCTURE THAT’S NOT STIFLING”
People need and want structure
But not too much
Leaders that give people a clear sense of the organization’s purpose, priorities,
and principles provide structure that does not stifle or restrict people’s ability to
work independently in an organization’s best interests
RANJAY GULATI. MAY–JUNE 2018 HARVARD BUSINESS REVIEW p69-79.

35. Core elements of “Freedom in a Framework”
1. Purpose. A clearly articulated purpose who provides single shared goal
summing up the “why.”
2. Priorities. The why needs to be tethered to identified priorities—behavioral
rules that reflect the organization’s goals. Priorities clarify the choices that must
be made to achieve the why. Example: Do we focus on patient outcomes or the
companies bottom line if a choice must be made.
3. Principles. Simple set of guidelines of behavior growing out of the organization’s
purpose and priorities. Example. Rule number 1. Use your best judgement. Rule
number 2….
RANJAY GULATI. MAY–JUNE 2018 HARVARD BUSINESS REVIEW p69-79.

36. Golden Circle by Simon Sinek
Sinek talks about the
importance of Why. Why we
do what we do. What is our
purpose?
Sinek says, “People don't buy
what you do; they buy why
you do it. And what you do
simply proves what you
believe”
WHY
How
What
https://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action

37. Other core elements of “Freedom in a Framework”
1. Purpose. A clearly articulated purpose who provides single shared goal
summing up the “why.”
2. Priorities. The why needs to be tethered to identified priorities—behavioral
rules that reflect the organization’s goals. Priorities clarify the choices that must
be made to achieve the why. Example: Do we focus on patient outcomes or the
companies bottom line if a choice must be made.
3. Principles. Simple set of guidelines of behavior growing out of the organization’s
purpose and priorities. Example. Rule number 1. Use your best judgement. Rule
number 2….
RANJAY GULATI. MAY–JUNE 2018 HARVARD BUSINESS REVIEW p69-79.

38. Summary
Individuals become effective leaders, in part, because of their individual natures,
philosophies, attitudes, and the behaviors they engage in
It is difficult to change a leader's individual nature but philosophies, attitudes, and
behaviors can be influenced by the leader though willpower, training, and
experience
The ability to change and adapt to new challenges and situations will be discussed
in the following chapter on situational leadership