Presentation on Leadership and strategy pdf.pdf n

About leadership

1. PHARMACY
MANAGEMENT AND
ENTREPRENURESHIP
PROF.(MRS.) S.F.USIFOH
BPharm, PharmD, MHPM, PhD,MPSN.

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2. Study objectives:
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Leadership – Meaning, Role of Leadership
Leadership Characteristics; Synergy between leadership & High
performance
Motivation – Maslow’s Theory; Theory X and Y; Herzberg’s Two-
factor Theory
Organizational Communication Channels & Barriers to Effective
Communication
Functions of Human Resource Management

3. LEADERSHIP
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Knootz et al says leaders act to help a group to
achieve objectives with the maximum application
of its capabilities.
They facilitate progress and inspire the group to
achieve organizational goals.
The purpose of an effective leadership is to be able
to direct the efforts of all workers towards the
attainment of the goals of the organization
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4. Leadership
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Leadership influence behavior through
Coercive power
Reward power
Legitimate power
Expert power
Referent power
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5. Theories of leadership
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Traits theory: intelligence, social maturity, inner motivational
achievement, attitudes
Situational theory: relationship between the leader and people
they lead
Personal behavior theory
Sociological theory: 1, facilitate the activities of followers.
2, Strive to reconcile org. conflicts
Psychological theory/needs theory
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6. LEADERSHIP
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Determines the character and success of an
organization.
Leadership is a process whereby an individual
influences a group of individuals to achieve a common
goal.

Leadership:
is a process
Involves influence
occurs within a group context
involves a common goal

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7. Roles of a leader
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As a steward rather than an
administrator
Need to suppress ego and allow
others gain credit
accepts personal responsibility
to develop relationships
to take risks
to become a partner, nurturer and
facilitator
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8. Leadership characteristics
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Strong self-image
Strong drive
Functional competence
Good communicator
Knowledge of the organization
High energy level
Strong belief in subordinates
Caring attitude towards subordinates
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9. Ten commandments of successful leaders
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Sound ethical compass
Ability to implement unpleasant decisions
Clarity of focus
Ambition
Effective communication skills
Ability to judge people
A knack for developing talent
Emotional self-confidence
Adaptability
Charm
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10. Types of leadership styles
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Authoritative (directive) leader
Democratic (participative) leader:
consultative and participative
Laissez fair (free rein) leader
Bureaucratic leader

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11. AUTHORITATIVE
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Has little trust in the employees
Highly autocratic
Gives orders and expects compliance
Positively dogmatic and secures obedience by his
ability to give or withhold rewards.
Communicates downwards/ make decisions at the
top
Advantage: Provides opportunity for quick decision
Disadvantage : high productivity at first then workers
feel frustrated and have low moral
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12. DEMOCRATIC /PARTICIPATORY LEADER
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Shares plans and responsibility with followers
Has confidence and trust in subordinates
Actively solicit for advice and acts on them.
Allow them to use their discretion/use initiative to achieve org.
goals and objectives
Advantages:
enhances good interpersonal relationship, motivate positively
high morale and productivity.
Disadvantages :
subordinates may take decision making powers from
management.
Delays decision making
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13. DEMOCRATIC /PARTICIPATORY LEADER
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Consultative
Consults the subordinates in decision making
Use their opinions and ideas
Communicates upwards and downwards
Motivates with rewards and occasionally with punishment
Participative
Has complete trust and confidence in the subordinates in all
matters, get ideas and uses them.
Gives economic reward for group achievements.
Communicates downwards and upwards
Has the greatest success as a leader

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14. LAISSEZ FAIR
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Just holds formal leadership post
Acts as figure heads and uses his/her power very little
Passes responsibility and decision making to the group,
while he stands aloof as the work
Workers motivate themselves based on their needs and
desires
Disadvantages
Prevents team work and create room for disunity and
lack of trust
Leader is too weak to exercise authority

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15. Other types of leadership
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II.
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Bureaucratic leader-in this style everything is influenced by the rules regulations
and procedures. The leader set up a procedure ordering to the rule book. All the
decisions are taken on the basis of the rules & regulations. The employees are
not encouraged to take the initiative.
Manipulative leader-the employees are exploited through different means to
extract more & more work from them & not compensate them for their additional
efforts.
When the co-operation of employees is needed urgently for a specific task.
When the projects are of short duration.
When long-term relationship may not be required.
Paternalistic leader-it is based upon the sentiments and emotions of people. A
paternalistic leader is like a father figure to the subordinates. The leader looks
after the needs & aspirations of sub-ordinates. He helps guide & protects all of
his subordinates.

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16. Results of effective leadership
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Aims and objectives are easily attained
Even satisfaction within the group
Creates healthy rivalry
Promotes good governance and good result
Productivity accountability and trust are clearly
manifested
Breeds and encourages character building within the
organization
Effective leadership is always result oriented
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17. Results of ineffective leadership
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Productivity, trust and accountability are always
poor
Dereliction of duty is highly pronounced
The governed is always disgruntled
Disillusionment reigns
Productivity is always below capacity
Standard is low
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18. High-performance pharmacy leadership
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There is a synergy between leadership and high
performance pharmacy practice:

A high performance pharmacy department. is
one that aspires to maximize its contributions
to the clinical outcomes of patients and the
financial position of its health system by
functioning at the highest levels of
effectiveness and efficiency.


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19. MOTIVATION
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Define as internal and external factors that stimulate
desire and energy in people to be continually
interested and committed to a job, role or subject, or to
make an effort to attain a goal.
Motivation results from the interaction of both
conscious and unconscious factors such as: the
(1) intensity of desire or need,
(2) incentive or reward value of the goal, and
(3) expectations of the individual and of his or her
peers.
These factors affect people’s behaviour. 




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20. ABRAHAM MASLOW THEORY OF NEEDS
Self
actualizatio
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Esteem needs
(power, recognition,
prestige)
Social needs
(Love belonging)
Safety needs
Physiological/basic needs
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Biological and physiological needs - air, food, drink, shelter, warmth, sex,
sleep.
Safety needs - protection from elements, security, order, law, stability,
freedom from fear.
Love and belongingness needs - friendship, intimacy, trust, and
acceptance, receiving and giving affection and love. Affiliating, being part
of a group (family, friends, work).
Esteem needs - which Maslow classified into two categories: (i) esteem
for oneself (dignity, achievement, mastery, independence) and (ii) the
desire for reputation or respect from others (e.g., status, prestige). Maslow
indicated that the need for respect or reputation is most important for
children and adolescents and precedes real self-esteem or dignity.
Self-actualization needs - realizing personal potential, self-fullfilment,
seeking personal growth and peak experiences. A desire “to become
everything one is capable of becoming”.

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22. Douglas McGregor Theory
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Two fundamental approaches to managing
people
Theory X
Average person dislike work
Therefore most people must be forced with
threats of punishment to work towards
organizational objectives
The average person prefers to be directed; avoid
responsibility; is relatively unambitious, and
wants security above else
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Theory Y
Effort in work is as natural as work and play
People will apply self-control and self-direction in the pursuit of
organizational objectives, without external control or threat of
punishment
Commitment to objectives is a function of rewards associated
with their achievement.
People usually accept and often seek responsibility.
The capacity to use a high degree of imagination, ingenuity and
creativity in solving organizational problems is wide, not
narrowly distributed in the population
In industry, the intellectual potential of the average person is
only partly utilized
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24. COMMUNICATION
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Define as the art of transfer of
relevant information and
understanding from one person/
dept/group to another.
Types of communication are:
Downward
Vertical
Upward

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25. PRINCIPLES OF COMMUNICATION
WAPCP. UPDATE LECTURE MANUAL. 2017. MONROVIA 25

26. WHAT IS COMMUNICATION?
Communication is the art of transmitting
information, ideas, and attitudes from one person
to another. It is a process of meaningful
interaction.







Personal Dynamic Process
Occurs between people
Involves change in behavior
Means to pass information & interact
Means to influence others
Expression of thoughts and emotions through
words & actions
Tool for controlling and motivating people
A Social/Cultural and Emotional Process
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Hearing
Seeing
Smell
Touch
Taste
Communication is a Series of Experiences
of

28. Communication is the
means by which
pharmacists interact
with patients and
others
Eyes
Face
Body
Voices
Words
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THE COMMUNICATION PROCESS
(SIMPLE MODEL)


Sender Message: Facts/Feelings Receiver
(Encoding) ((Decoding)


Medium: verbal/Non- verbal,
written, pictorial

Feedback


Factual information -- Verbal; Feelings-- Non-verbal/verbal
Effective: message sent = message received encoding = decoding

30. TOTAL COMMUNICATION PROCESS
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Reading
16%
Writing
9% Speaking
30%
Listening
45%

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THE COMMUNICATION PROCESS
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7% VERBAL – What you said

38% VOCAL – How you said it

55% VISUAL – Body language/non
verbal

32. WAPCP. UPDATE
LECTURE MANUAL.
2017. MONROVIA
3232
Non-verbal
Communication
Vibes
Symbolic
How something is
said instead of what
is said i.e. volume,
rate and rhythm,
silent pauses, sighs
etc.
Eye contact, facial
expressions, body
gestures, dress, touch,
interpersonal space
(proximity, orientation)
Kinesics
Paralanguage
(vocals)
Feelings and
emotions
received from
others
through their
body actions

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Body LanguageWhat it could
mean
Clenching fist Confidence
Avoiding eye contactLack of confidence/
shy/ hiding something
Trying to bully or
intimidate/ doubting
Making excessive eye
contact
Lack of confidence/
lack of interest
Fiddling with objects such
as hair, pencils, or papers
Crossing and uncrossing
the legs
Impatient
Not receptive
Keeping legs and arms
crossed

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Non verbal is more believable, action speaks
louder than words
A red-faced agitated patron comes into the
pharmacy, raises a fist,& loudly proclaims, “I’m
not angry, I’m just here to ask about a
prescription error.”
A disappointed pharmacist has tried, so far
without success, to convince a physician to
change an obviously inappropriate medication
order. When asked how he is feeling, he meekly
replies, “Oh, I’m just fine”
CONGRUENCE BETWEEN VERBAL & NON-
VERBAL MESSAGES?

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A patient hands a pharmacist a prescription for a
tranquiller, then bursts into tears. The pharmacist
asks if anything is the matter, & the patient
responds, “No, I’m okay, it’s nothing at all.”
CONGRUENCE BETWEEN VERBAL & NON-
VERBAL MESSAGES?

36. Barriers to effective communication
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Lack of planning
Unclarified assumptions
Semantism
Poor expression
Intervening variables in the communication process
Poor listening & premature interpretation of
understanding
Lack of face to face communication
Distrust
Emotional reaction
Break in communication
Noise
Oat of secrecy
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37. Human Resource Management (HRM)
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Human elements constitute a vital
resource of any organization.

Also known as human capital

HRM previously known as personnel
management


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38. Human Resource Management (HRM) …
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Manpower planning – Determines number and the
required knowledge and skills.
Procurement (staffing): involves processes of recruitment,
selection and placement, and the process must be handled
carefully because the cost of hiring a bad worker can be
quite enormous.
Recruitment – process of attracting a pool of potentially
employable persons: solicited and unsolicited applications
Recruitment entails job description (statement of job facts,
duties) and job specification (required personnel
qualification, experience)


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39. Human Resource Management (HRM) …
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Staff procurement:
Recruitment
Selection – matching the worker with the work
Placement – specific position
Orientation – to expected duties and culture of organization
Training: workers must be given orientation on the task they
are to perform and later given the opportunity to learn more
about their jobs and update their knowledge and skills.
Compensation: must be adequate. Compensation is made up
of monetary and non-monetary rewards.


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40. Human Resource Management (HRM) …
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Evaluation (performance appraisal): a systematic way of
assessing the effectiveness of an employee on his job.
Merit rating system for junior workers and participative
evaluation where expected standards are jointly set by
superior and subordinate.
Industrial Relations: Collective bargaining, conflict
resolution, managing change.
Discipline: this is a control measure e.g. reprimand,
suspension, pay cut, demotion, transfer.
Separation – process of disengagement e.g. retirement,
resignation, death.

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41. THANK YOU
FOR
LISTENING