1. Leadership in Pharmacy
11th October 2012
Karen Marsden

2. Objectives 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

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. ‘Without followers Napoleon was just a man with a hat’
‘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 ‘Will’ - Commitment
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
You will need to ask questions to find out how they feel.

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. Relax it’s Only Uncertainty – Hodgson and White 2001
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. SUPPORTING COACHING Moderate Skill Variable Will Low/Some Skill
Matching
So you know your preferred style – how will you match it?
HIGH
SUPPORTING
COACHING
Moderate Skill
Variable Will
Low/Some Skill
Low Will
Supportive Behaviour
DELEGATING
DIRECTING
High Skill
High Will
Low Skill
High Will
LOW
LOW
HIGH
Directive Behaviour

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)

34. Any questions?