Leadership Concept

Session 1: Leadership Concept

Total Session Time: 120 minutes

Prerequisites

Learning Tasks

By the end of this session students are expected to be able to:

Resources Needed:

SESSION OVERVIEW

Activity/

Step Time Content

Method

1 05 minutes Presentation Introduction, Learning Tasks

05 minutes Presentation

2 Definition of Leadership

Buzzing

20 minutes Presentation

3 Types and Styles of Leadership.

Small Group Discussion

30 minutes Leadership Concepts and a Leader to

4 Presentation

Pharmaceutical Context

5 20 minutes Presentation Functions of a Leader

6 30 minutes Assignment Qualities of a Leader

7 05 minutes Presentation Key Points

7 05 minutes Presentation Evaluation

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SESSION CONTENTS

STEP 1: Presentation of Session Title and Learning Tasks (5 minutes)

READ or ASK students to read the learning tasks and clarify

ASK students if they have any questions before continuing.

STEP 2: Definition of Terms (5 minutes)

Activity: Buzzing (2 minutes)

Ask students to pair and buzz on the following question:

ALLOW few students to respond

WRITE their responses on the flip chart/ board

CLARIFY and SUMMARISE by using the content below

o Referring to the ability to influence the actions of others.

o Leadership based on the interaction of three elements: the leader, the person or persons

being led, and the situation in which both coexist. All three elements change, almost on

a daily basis.

o A leader is a person who voluntarily or elected by group member to lead the team to

realize the set goal.

o A good leader understands each of the changes and develops strategies to work with

and through others to accomplish goals.

o Leading is guiding or enabling group members to face challenges ending in achieving

positive results.

o Chester Barnard; ‗defined leadership as the ‗ability of a superior to influence the

behaviours of his subordinates and persuade them to follow a particular course of

action‘

o Koontz and O’Dannell; ‗Leadership is the ability of a manager to induce

subordinates to work with confidence‘

o Allen; ‗Leader is the one who guides and directs other people‘

o Suzan Komives and her colleagues; In health care services leadership is ‗a process

of one individual influencing another individual or group to achieve particular

objectives.

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STEP 3: Types and Styles of Leadership (20 minutes)

o Formal leadership

 Is a type of leadership established by formal legal laws and leaders of this type are

appointed in a formal way with official letters which states clearly their

responsibilities. Example of formal leaders are:

o Informal leadership

 Informal leadership is a type of leadership which exists spontaneously due to

similarities of individual interests like age, sex and sports.

 Leaders of this type are not appointed officially and are not binded by legal

framework.

Activity: Small Group Discussion ( 20 minutes)

DIVIDE students into small manageable groups

ASK students to discuss on the following question

ALLOW students to discuss for 15 minutes

ALLOW few groups to present and the rest to add points not mentioned

CLARIFY and SUMMARIZE by using the contents below:

o Autocratic

 Is a style where a leader determines what to be done by his/her followers.

 Mainly is one man centered style.

 An autocratic leader is the one who takes all the decisions himself without

consulting his subordinates.

 There is no room for subordinates to take part to influence decision made by a

leader

 It is characterized by maximum possible centralization of authority, close

supervision, unilateral decision-making and one- way communication.

 It is boss –centered leadership.

 An autocratic leader is generally disliked, as there is no scope for initiative and

self-development.

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 Behavior of subordinates becomes hostile and attention is focused upon pleasing

the leader.

o Democratic

 Is a style where a leader gives room for involvement of all /members

parties/stakeholders to ensure collective decision is made.

 A democratic leader permits his subordinates to participate in the process of

decision-making

 This style motivates workers and builds their capacity as during the process of

decision making as it gives chance for them to learn from each other.

 Decentralization of authority, participative planning, and two ways

communication are the main features of democratic leadership.

 It is group –centred as group makes decisions.

 A democratic leader is a team manager and operates according to majority opinion

o Laissez – Faire

 Is a style applied by a leader allowing subordinates to make their own decisions.

 Under this type of leadership, the leader leaves it to the subordinates to decide and

control them believing that they are competent and motivated

 He believes that people will perform better if they are left free to make and

enforce their own decision

 This style of leadership may be successful where the subordinates are highly

competent and fully dedicated to the organization

o Bureaucratic

 Is a style where a leader keeps applying laid down principals or regulations.

 A bureaucratic leader depends upon rules and regulations developed by him.

 The rules specify the function and duties of every member of the organization.

 Such a rule-centered leadership often results in red-tape and inefficiency.

 Sometimes rules and regulations are there but to some extent a leader should

flexible.

o Situational

 Is a style whereby a situation influences leader‘s decision.

 Example during an emergence, health personnel involved to handle the case will

apply this approach which will not favor democratic style in order to save the life

of victims.

STEP 4: Leadership Concepts in Pharmacy (30 minutes)

and takes on more patient-focused responsibilities. The rapid changes within and outside

the profession require visionary leaders to help followers cope with and adjust to these

changes so as to maintain and grow its professional role within society.

leadership to facilitate smooth running of all activities carried out in that section bearing

in mind that they are dealing with unique medicines or ingredients which directly link

with human lives.

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need to be guided by leaders.

depending on the available situation by pharmacy leaders.

in their leadership process at pharmacy area.

STEP 5: Function of Leader (20 minutes)

o Scanning function deals with the following

 Recognize client and partners needs and ranking them accordingly

 Identify trends, priorities, chances and risks that may affect pharmaceutical

services

 Look for best practices

 Identify abilities of staff and challenges

 Know your general environment; yourself, your subordinates and working

environment

o Focusing

 Make clear the mission of your pharmaceutical unit and strategies

 Map out Cristal challenges

 Link pharmaceutical goal with organizational strategy

 Identify priority areas for action

 Create a common picture of intended result

o Aligning/mobilizing

 Making sure of values, mission, strategy and all operational system are in line

with leader‘s objective.

 Encourage team work among team members

 Unite partners of interest of your vision

 List your pharmaceutical key internal players

 Identify funders of resources to facilitate implementation of your organization

plan.

o Inspiring

 Be role model or honest to your fellow workers

 Trust your staff and acknowledge individual contribution

 Share mobilized resources fairly among team members to fulfil your task

 Manage and reduce risks anticipated which might affect your plan.

STEP 6: Qualities of a Leader (30 minutes)

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o Qualities of character include purpose, creating value, trust, congruence and

compassion

o The value we place on ourselves and on others is a key attribute for effective

leadership. Integrity, sincerity and honest engender trust and respect. In other words

we admire leaders who ―talk the talk‖ and ―walk the walk‖

o These are leaders who are able to see the ―big picture‖ and able to effectively

communicate the strategic direction of their vision to the organization.

o Passion enables great leaders to get through the painstaking tasks of creating change

an inevitable outcome of the leadership process. Passion inspires and creates

followership

o It‘s based on excellent credentials, substantive knowledge, and sound practical

experience. Leaders must be willing to assume greater responsibility for changing

group outcomes

o It is essential for creating a new vision, taking risks and challenging the status quo.

o Perceptions into realities that exist in and out side of the organization are important

attributes for effective leadership.

o Good listener and a perpetual learner who is willing to admit that others also have

good ideas and accept that one can be wrong.

o If you are going to be a leader, a good sense of humor will help you and others. When

appropriately used humour is a valuable tool especially for minimising stress

o These are emotional competencies that describe the abilities needed to manage our

relationships and ourselves effectively. These include self-awareness, self-

management, social awareness and social skills.

o A leader works selflessly to support people working towards the common good of the

organization. A successful leader has positive self-esteem and self-respect evidenced

by the leader‘s positive behaviours such as taking risks confidently and

communicating with clarity.

STEP 7: Key Points (5 minutes)

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task and people centered styles.

STEP 8: Evaluation (5 minutes)

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References

Peterson A.M, Kelly N.W (2014); Leadership and management in pharmacy practice, 2nd

edition, CRC press

Cole, G. A (2000) Management Theory and Practice, 6th Edition: Continuum

Nursing – Theory and Application, 2nd Edition: Lippincott, Philadelphia.

Graham, H. T. and Bennett, R. (1998). Human resources management. London: Pitman.

Heller, R. and Hindle, T. (1998). Essential managers manual. London: Dorling Kindersley.

Mashimi J B. (2006). Uongozi na Utawala Bora na maendeleo ya Afrika. Business Image

Graphic & Promotions.

Saleemi N.A. and Bogonko J. B. (1997). Management (Principles and Practice) Simplified.

N. A. Saleemi Publishers.

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