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11 th October 2012 Karen Marsden Leadership in Pharmacy.

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1 11 th October 2012 Karen Marsden Leadership in Pharmacy

2 By the end of this session you should be able to  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 Objectives

3 Leader 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 leader  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.

4 What 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?

5 What is a Leader? Hundreds of definitions of leaders/leadership Someone  who inspires me  takes an interest in me  works with me  works with the team  shares a common goal

6 ‘Followship’ ‘Without followers Napoleon was just a man with a hat’

7 Expectations of Followers  Belonging  Enthusiasm  Valued and appreciated Engaging with your team is an important part of the leader’s role in gaining respect You have to earn respect!

8 Meeting Expectations of Followers  What do you do?  What could you do?  How will you know you have been successful?

9 You The Task The Individual

10 Situational Leadership (Ken Blanchard and Paul Hersey – 1968)  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  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?

11 Leadership Style  What’s your leadership style?

12 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

13 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

14 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

15 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’

16 Your perception  Your style is your perception – your reality!  It may not be what others see!




20 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

21 ‘Skill and Will’ ‘Skill’ - Competence  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  The level of the individual’s motivation  Their confidence – do they trust their own ability to carry out a task?  Their enthusiasm

22 Assessing ‘Skill and Will’ High ‘Skill’ High ‘Will’ Moderate ‘Skill’ Variable ‘Will’ Low/some ‘Skill’ Low ‘Will’ Low ‘Skill’ High ‘Will’ Confident Expert Consistent Cautious Bored Capable Discouraged Confused Overwhelmed New Inexperienced Enthusiastic

23 So what do they need from you?  High Skill – High Will Self-Reliant Achiever  Moderate Skill – Variable Will Capable, Cautious Performer  Low/some Skill – Low Will Demotivated Learner  Low Skill – High Will Eager Beginner

24 Low Skill – High Will What they need from you  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

25 Some/Low Skill – Low Will What they need from you  Clear goals  Explanation – Why? Importance?  Opportunity to raise concerns  Encouragement  Assurances – it’s OK to make mistakes  Coaching to build new skills  Frequent feedback

26 Moderate Skill – Variable Will What they need from you  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

27 High Skill – High Will What they need from you  Variety  Challenge  A mentor rather than a leader  Trust  Authority  Acknowledgement of the contribution  Opportunity to share their knowledge and skills with others

28 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

29 Matching  So you know your preferred style – how will you match it? SUPPORTINGCOACHING DELEGATINGDIRECTING HIGH LOW Supportive Behaviour Directive Behaviour Moderate Skill Variable Will Low/Some Skill Low Will High Skill High Will Low Skill High Will

30 Mis-matching  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

31 Over to You!

32 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:

33 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)


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