414 Lec 10-11

Describe differences between management and leadership.

Leadership:

• Ability to mobilize and inspire others

• Process of influence to accomplish a common task

• Effectiveness of leader determined by level of influence and outcomes of decisions

• Compare to management:

→”Doing things right” vs “Doing the right things”

Formal leadership

Formal power and authority bestowed through organization

Informal Leadership

• Create and articulate compelling visions of the future to achieve success, but do so without the power and authority granted to formal leaders

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• Often have personal magnetism/charism, expertise, history with organization or ability to inspire others

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• May have more influence than formal leaders- do not underestimate the influence of informal leaders

Origins of authority

Traditional- associated with custom, tradition

→titles

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Bureaucratic- based on rules or established laws

→ military pharmacy

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Charismatic- basd on power of persuasion and personal magnetism

→often possess no formal power

→transformational leaders

Sources of Power

Reward- based on ability to provide materail/non material inducements to followers

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Legitimate- based on followers perceptions that leader has right to lead

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Expert- based on individuals knowledge and follower perception

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Referent- based on personal charm/appeal and follower’s desire to emulate

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Coercive- based on ability to threaten/punish followers

Explain importance of Emotional Intelligence for leaders.

•Ability of a person to perceive, assimilate, understand, and manage his/her emotions

→ Linked to stress reduction, job satisfaction,

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1)Self awareness: ability to recognize and understand personal  modds and emotions as well as their effect on others

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2)Self regulation: self control

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3)Motivation

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4)Empathy: social awareness

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5)Social skill: influence

Define values for leadership in the UW Leadership Framework.

•Integrity: beaing transparent and trustworthy

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•Inclusive engagement: seek and value input of all

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•Connection and community: active partnerships with community

Define competencies in the UW Leadership Framework.

•Self awareness

•Interpesonal communication 

•Supporting learning and development of others

•Honoring context and culture

•Decision making

•Fostering bridge building and collaboration

•Moving ideas into action

Sheep

•Passive/dependent

•Lack initiative

•Do not play an active role

•Comply with any order given

YES people

•Active/dependent, uncritical thinking

•Readily carry out directions uncritically

•Dangerous if orders contradict standards 

Alienated followers

•Passive/independent

•Unresolved problems/issues in an organization

•Criticize, but little to no feedback

Effective followers

•Active/indpeendent

•Solution orientated

•Collaborative

•Reflect on goals of the organization

•Not hesitant to bring concerns to leader

Define the various behavioral styles of leadership

Affiliative

Autocratic

Democratic

Laissez faire

Transformational

Servant

Affiliative

forging relationships, team building

Autocratic

independent decision making, tell people what to do

Democratic

facilitate input from members of organization

Laissez faire

provide resources, little direction

→ Not mention idea to employee unless they come to them about it. Allow employees to develop the entire program and implement it 

Transformational

use societal and spiritual values to bolster performance and motivation, common when change is needed

Servant

meet the needs of those they lead and help them grow

situational theories of leadership

Task orientation behaviour:

Relationship Orientation

Follower readiness or maturity

Task orientation behaviour:

•Degree of engaging in one way communication to explain what tasks to do

•When to do task, where to do task, how much of task to do, when should task be done

Relationship Orientation

•Degree of engaging in 2 way communication, providing emotional support, and using facilitative efforts to generate change

•Accounts for establishment of trust between leader and group

Follower readiness or maturity

•Degree of an individual readiness to accept responsibility for a tasl and performance of task at an acceptable level

Describe how DEI initiatives relate to the Oath of a Pharmacist.

• “I will consider the welfare of humanity and relief of suffering my primary concerns”

→ Responsibility to care for those disproportionately suffering 

•Advocate against discrimination

Define DEI.

Diversity: reognizing the contributions of each unique person to create an enriching community

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Equity: “the absence of avoidable or remediable differences among groups of people”

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Inclusion: “welcoming & accepting of all people and opinions

Explain the importance of diverse, equitable, and inclusive work environments in pharmacy

Practice.

•Better patient outcomes

•Better work environemnts

→Staff experience

→Staff engagement

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•Better organizational & system performance

→ decrease absenteeism

→ decrease productivity losses

→ decrease costs: system costs & adverse patient outcomes 

List three strategies for creating inclusive teams as a pharmacy manager/leader.

1)Promoting positions through various media channels more often used by underrepresented groups

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2)Recruitment of staff committed to diversity and recruitment materials promoting DEI

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3. Clear communication to new hired about diversity, equity and inclusion values

Calling out

•Let someone know their words or actions are unacceptable and will not be tolerated

•Interrupt to prevent further harm

•Allows us to hit the “pause” bottom & break momentum

Calling in

•When there is an opportunity to explore deeper, making meaning together and find mutual sense of understanding across difference

•Help imagine different perspectives, possibilities, or outcomes

•Focused on reflection, not reaction

•Not just a suggestion with an uptic

Discuss four actions that one can take while managing staff to promote DEI values.

•Maintain compliance with federal & state laws

•Employees may face discrimination both in the workplace and from patients