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What does it take to be a leader?

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Virginia Commonwealth University School of Pharmacy
Virginia Commonwealth University School of Pharmacy

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.

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Chapter 2: What Does It Take to Be a Leader? Leading Change in Pharmacy Practice
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
THEORIES OF LEADERSHIP
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.
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
INDIVIDUAL NATURE OF LEADERS
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
Google “leadership and traits”
Traits often found in literature Determination Integrity Self-confidence Intelligence Social skills Are all of these Traits associated With the leader you Visualized?
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
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.
What do leaders look like?
Google “leader”: images
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.
Summary about traits Weak relationship Still used Often leads to bias
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
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
The Peter Principle: States that in organizational hierarchies, people tend to rise to "their level of incompetence” https://en.wikipedia.org/wiki/Peter_principle
LEADERSHIP PHILOSOPHIES AND ATTITUDES
LEADERSHIP PHILOSOPHIES AND ATTITUDES Theory X and Theory Y Narcissistic Leaders Servant Leaders
Theory X Theory Y Structure: Controlling, Coercing, Directing +++ + Support: Encouraging, Caring, Emotional concern + +++
Theory X and Theory Y suggest that a leader’s attitudes towards followers can act as a self-fulfilling prophecy
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
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
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
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
Servant Leadership Newly popular philosophy that is the opposite of narcissistic leadership It puts others first
Which philosophy is more consistent with being a professional? Narcissistic or servant leadership?
"I promise to devote myself to a lifetime of service to others through the profession of pharmacy.“ Oath of a Pharmacist
Can narcissists be servant leaders?
Behavioral Theories
Behavioral Theories State there are two primary dimensions of leadership behavior: 1. Task Orientation 2. Follower Orientation
Compliance but not commitment, feeling disrespected and unvalued, greater turnover Acceptance of mediocracy, Not achieving peak performance Too much structure Too much support
“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.
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.
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
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.
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

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What does it take to be a leader?

  • 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
  • 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
  • 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
  • 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?
  • 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
  • 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?
  • 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