Presentation on theme: "Leadership in Pharmacy"— Presentation transcript:
1Leadership in Pharmacy 11th October 2012Karen Marsden
2Objectives By the end of this session you should be able to describe the differences between leadership and managementidentify and compare different leadership stylesdescribe your leadership style and its impact on othersdescribe your action plan for development as a leader
3Leader or Manager? What is the difference? Are all managers leaders? A manager is appointed to a position and has the possibility of developing leadership skills and of being recognised as a leaderA leader is recognised by the people around them as someone who provides leadership for them in a particular situation whatever their official role is.
4What is a Leader? What is your definition of a leader? Who impressed you as a leader?Why did they impress?What made them special?What about the poor leaders?Who has had a negative effect on you?What did they do?What words did you use?
5What is a Leader? Hundreds of definitions of leaders/leadership Someonewho inspires metakes an interest in meworks with meworks with the teamshares a common goal
6‘Without followers Napoleon was just a man with a hat’ ‘Followship’‘Without followers Napoleon was just a man with a hat’
7Expectations of Followers BelongingEnthusiasmValued and appreciatedEngaging with your team is an important part of the leader’s role in gaining respectYou have to earn respect!
8Meeting Expectations of Followers What do you do?What could you do?How will you know you have been successful?
10Situational Leadership (Ken Blanchard and Paul Hersey – 1968)Self awareRequires 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 needWhat do you need them to do?What skills or knowledge do they haveCan they transfer the skills and knowledge they have?How enthusiastic are they?How confident are they?
12Your preferred style Column 1 – Directive High direction – Tell! Closely supervises the individualDevelops plans for trainingTakes the lead in action plans and decision makingProvides frequent checks and feedback on progress
13Your preferred style Column 2 – Coaching High direction and support Makes decisions but explains why, to gain supportSeeks suggestions from individual but makes final decisionsListens – time to voice concerns and share ideasDirects getting the task completedFrequent feedback and praise
14Your preferred style Column 3 – Supportive Low direction and high supportAsks, listens and encouragesIndividual takes the lead in action planningYou facilitate decision making and problem solvingWorks with individual to evaluate their own work
15Your preferred style Column 4 – Delegating Low direction and support Empowers the individual to act independentlyProvides resources needed to get the task doneThe goal setting, action planning, problem solving and decision making are done by the individualAct as a ‘consult’
16Your perceptionYour style is your perception – your reality!It may not be what others see!
20The 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
21‘Skill and Will’ ‘Skill’ - Competence ‘Will’ - Commitment The knowledge and skills the individual brings to the task/roleMay have come from education/training over a period of timeCould be based on experience – which may be transferable – for example – ability to plan, to organise, to solve problems and to communicate well‘Will’ - CommitmentThe level of the individual’s motivationTheir confidence – do they trust their own ability to carry out a task?Their enthusiasm
22Assessing ‘Skill and Will’ High ‘Skill’ High ‘Will’Moderate ‘Skill’ Variable ‘Will’Low/some ‘Skill’ Low ‘Will’Low ‘Skill’ High ‘Will’ConfidentExpertConsistentCautiousBoredCapableDiscouragedConfusedOverwhelmedNewInexperiencedEnthusiastic
23So what do they need from you? High Skill – High Will Self-Reliant AchieverModerate Skill – Variable Will Capable, Cautious PerformerLow/some Skill – Low Will Demotivated LearnerLow Skill – High Will Eager Beginner
24Low Skill – High Will What they need from you Clear goals and standards – what good looks likeExamples of how to complete the task and goalHands on training – show and tellAction plans – SMART objectivesPrioritiesSkills recognisedOpportunities to practiseFrequent feedback
25Some/Low Skill – Low Will What they need from youClear goalsExplanation – Why? Importance?Opportunity to raise concernsEncouragementAssurances – it’s OK to make mistakesCoaching to build new skillsFrequent feedbackYou will need to ask questions to find out how they feel.
26Moderate Skill – Variable Will What they need from youApproachable mentorOpportunity to raise concernsOpportunity to test ideasSupport for problem solvingHelp in building confidencePraise and recognitionObstacles removedKick start to overcome procrastination
27High Skill – High Will What they need from you Variety Challenge A mentor rather than a leaderTrustAuthorityAcknowledgement of the contributionOpportunity to share their knowledge and skills with others
28Relax it’s Only Uncertainty – Hodgson and White 2001 AdaptingNo-one has it all.It’s a matter of fit.True situational leadership involves calibration of behaviour to fit a given situationRelax it’s Only Uncertainty – Hodgson and White 2001
29SUPPORTING COACHING Moderate Skill Variable Will Low/Some Skill MatchingSo you know your preferred style – how will you match it?HIGHSUPPORTINGCOACHINGModerate SkillVariable WillLow/Some SkillLow WillSupportive BehaviourDELEGATINGDIRECTINGHigh SkillHigh WillLow SkillHigh WillLOWLOWHIGHDirective Behaviour
30Mis-matchingThere can be a negative impact on development and motivation when people are over or under supervisedUnder-supervision – delegating or supporting style used when there is moderate to low skill or knowledge of the jobOver-supervision – coaching or directing when there is lots of skill and high or moderate will
32Action Plans My preferred leadership style My least preferred leadership styleMy development need for other leadership stylesI will try situational leadership withThe job I want them to doI have analysed their skill/will levels against this task and believe they have ____________ skill and ___________ willThe leadership style I will need to use initially:
33Buttercups Leadership Programme On-line trainingModules include:Team Management (including a Belbin Profile for your team role)CommunicationPersonal Efficiency/Time ManagementCoachingCustomer ServiceAdditional modules being developed – performance management and appraisals, change managementPharmacy related case studiesYou build and review your Personal Development Plan (PDP)