11th October 2012

Karen Marsden

Leadership in Pharmacy

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

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.

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?

What is a Leader?

Hundreds of definitions of leaders/leadershipSomeone

who inspires me takes an interest in me works with me works with the team shares a common goal

‘Followship’

‘Without followers Napoleon was just a man with a

hat’

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!

Meeting Expectations of Followers

What do you do?

What could you do?

How will you know you have been successful?

You

The TaskThe

Individual

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?

Leadership Style

What’s your leadership style?

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

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

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

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’

Your perception

Your style is your perception – your reality!

It may not be what others see!

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

‘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

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

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

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

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

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

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

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

Matching

So you know your preferred style – how will you match it?

SUPPORTING COACHING

DELEGATING DIRECTING

HIGH

HIGH

LOW

LOW

Supportive Behaviour

Directive Behaviour

Moderate SkillVariable Will

Low/Some Skill

Low Will

High SkillHigh Will

Low SkillHigh Will

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

Over to You!

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:

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)

ANY QUESTIONS?