pharmacy leadership essay

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Women in pharmacy leadership: The journey continues

Lea S Eiland, PharmD, BCPS, BCPPS, FASHP, FPPA, Meghan D Swarthout, PharmD, MBA, BCPS, Erika L Thomas, MBA, BSPharm, Hannah K Vanderpool, PharmD, MA, Sara J White, MS, FASHP, Women in pharmacy leadership: The journey continues, American Journal of Health-System Pharmacy , Volume 79, Issue 23, 1 December 2022, Pages 2174–2178, https://doi.org/10.1093/ajhp/zxac238

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In 2015, ASHP convened the ASHP Women in Pharmacy Leadership Steering Committee to provide recommendations to increase the pipeline and promotion of female pharmacy leaders in clinical, administrative, academic, and all job functions based on the projected leadership needs of the profession. The committee recommended strategies to foster leadership on multiple levels: the individual, the employer, and the pharmacy leadership level. 1 The goal was to facilitate awareness and discussion of barriers to leadership development and promote a culture that values and capitalizes on women’s unique perspectives and gender style differences. Within the past 5 years, national attention has been drawn, within and outside the pharmacy profession, to ongoing gender issues such as discrimination and harassment and the #MeToo movement; diversity, equity and inclusion; and heightened strains on work-life integration and resiliency. The committee’s work created momentum and a culture for ASHP to support members through these ongoing challenges.

While leadership development needs can be attributed to all genders, the belief is that talented women in the pharmacy workforce need encouragement to pursue leadership positions and overcome barriers that may apply uniquely to women. These barriers may be gender role ideologies driven by society or perceived gender differences in skills and leadership strengths. Encouraging women to pursue leadership roles increases the talent pool from which the profession draws current and future leadership and remains a critical business need. Rethinking traditional models and infusing change through profession-wide discussion may positively impact job satisfaction, advance the profession, and improve patient care.

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Last Updated 17 Aug 2022

Pharmacy Leadership

Sculpting the Pharmacy Leaders of Tomorrow Introduction Leadership has so much influence in our lives because so often it determines whether we enjoy a particular activity. Life is short – so why participate in an activity if we don’t enjoy it, and if we do participate, why not do so with all of our energy? Therefore, having an understanding of leadership and acknowledging its significance is vital within our day-to-day lives.

Leadership can be described by many, “as the process by which a leader imaginatively directs, guides and influences the work of others in choosing and attaining specified goals by mediating between the individuals and the organization in such a manner, that both will obtain maximum satisfaction. ”1 Leadership is about building teams and communicating so that everyone works together. The importance of leadership is a key ingredient to all successful businesses and championship teams around the world. Teams that have this synergy tend to thrive and be the ones on top.

Thus, leadership is dynamic in all aspects of life. At the forefront of any successful business or team is the leader. A leader is anyone who inspires and influences people to accomplish organizational goals. They motivate others to pursue actions, focus thinking, and shape decisions for the greater good of the organization. A leader is also a knowledgeable and trustworthy individual that communicates effectively and sets an example by living the corporate values everyone is expected to follow. Often times many contemplate whether leaders are born or made.

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Effective leaders are not simply born or made; yet they are born with some leadership ability and develop it over time. 1 Legendary collegiate football coach Vince Lombardi once said, “Contrary to the opinion of many people, leaders are not born, leaders are made, and they are made by effort and hard work. ”1 Thus, we are all leaders, and all individuals have potential leadership skills, which stresses the importance of leadership development. Anyone can have the fundamental requirements necessary for the leadership role, but it’s how they develop them that matters.

Leadership development is defined as an effort to enhance a learner’s ability to lead, an endeavor focused on developing the leadership abilities and attitudes of the individuals sitting at the top of the chain of command. Successful leadership development requires a lot more than the ability to give orders. It also requires diplomacy, top of the line people skills, and a certain level of ruthlessness. Leadership within Pharmacy These leadership attributes and skills pertain to all professions, regardless of the career path chosen for each individual.

In the pharmacy profession , transition into a leadership role often happens serendipitously, resulting in what is sometimes referred to as accidental leadership. Today’s pharmacy students receive very little exposure to pharmacy administrative career options and administrative leaders throughout the curriculum. Thus, they are often unaware of many leadership opportunities available to them upon graduation. Furthermore, those who do develop an interest in advanced administrative training often do so after they have already committed to a post-graduate staff position or a clinical training program without an emphasis on administrative practice.

By not exposing students to administratively focused career options during their impressionable clerkship years, we are losing many potential future leaders. 5 We need to spark their interest in administrative practice earlier, while they are still in pharmacy school, and introduce them to a career that focuses on leadership and creating innovative pharmacy services and practice models that improve patient care. 5 Pharmacy school provides future health care professionals with the knowledge and skills of pharmaceutical therapies in order to deliver adequate, high-quality patient care to those with health illnesses or diseases.

As society becomes more and more saturated with clinical drug experts, there soon will be a higher demand for some of these individuals to lead and operate pharmacy departments. With many students having very little to no experience in leadership or managerial roles, how will these future health care providers of future generations become equipped with the essential leadership skills and attributes to successfully operate a pharmacy?

A high-performance pharmacy department is one that aspires to maximize its contributions to the clinical outcomes of patients and financial position of its health system by functioning at the highest levels of effectiveness and efficiency. Achieving a high-performance pharmacy practice requires leaders committed to a clear vision for excellent practice. These pharmacy leaders must continuously enhance their team’s commitment to that vision, using recognized benchmarks of best practice to extend pharmacy’s influence across the continuum of care. Do Residencies Promote Effective Pharmacy Leadership? Within pharmacy curricula, students are required to perform in various academic rotations in order to gain further knowledge of the profession in diverse areas of the field. Upon graduation from a graduate program such as pharmacy school, students also have the option of applying for a residency, or post-graduate training, to enhance their pharmacy learning and provide more experience within the profession. According to many, residencies are categorized as clinical and general.

Current American Society of Health-System Pharmacists (ASHP) accreditation standards state that the purpose of a post-graduate year 1 (PGY1) residency is “to accelerate growth beyond entry-level professional competence in patient-centered care and in pharmacy operational services, and to further the development of leadership skills. ”2 Therefore, the main purpose of a PGY1 residency is to increase the competency of pharmacists in the clinical environment and that PGY1 training should focus on effectiveness, efficiency, and competence in the clinical environment reinforced by experience in a strong pharmacy operations environment. In the desire to be recognized as a clinical profession, pharmacy-training programs have devoted the vast majority of resources to patient care and clinical activities. This is done at the expense of training practitioners who are not knowledgeable about the operations of a pharmacy department and have difficulty integrating clinical expertise and patient care with the skills necessary to navigate complex organizations.

While operations and management expertise can be obtained through completing a post-graduate year 2 (PGY2) residency in health-system pharmacy administration, many believe the emphasis on the interconnectedness of operational knowledge and clinical practice success should be a solid part of PGY1 residencies. 2 The core experiences required in a PGY1 residency program include acute care, ambulatory care, drug-use policy, and practice management.

An evaluation of various training programs revealed that approximately 80% of residency training time is directed toward acute and ambulatory care experiences, with the remaining time divided among orientation, drug-use policy, and administrative experiences. 2 Ironically, in an era of a leadership crisis within the pharmacy profession, the primary individuals responsible for the training and nurturing of young leaders are preceptors with expertise in clinical specialties that do not always have an understanding of the importance of the infrastructure that supports their work.

The profession has made significant progress in training highly skilled, knowledgeable patient care specialists, some of whom now direct residency programs and profoundly influence training. While this is exemplary practice, it is also essential that the new generation of drug-specialists be familiar with the operational aspects of a pharmacy department (e. g. , be able to create a budgetary impact proposal to justify an anticoagulation clinic or defend the purchase of smart pumps for a health system for safer delivery of I. V. medications). While completion of a PGY1 residency by itself cannot create a well-rounded, clinically competent practitioner who is well versed in organizational abilities, it is noted that residency training is the ideal starting point to establish the concept. 2 Residents are the future of the pharmacy profession, and it is imperative that they recognize, have experience in, and respect the critical role and linkages of the clinical pharmacy expert to pharmacy management and to the health system. 2 What Are the Essential Skills of a Pharmacy Leader?

In December 2004, an article was published in American Journal Of Health-System Pharmacy by five authors who had over 140 combined years of experience in health-system pharmacy leadership positions. 4 Two of the five authors were past pharmacy directors at University of Wisconsin Hospital and Clinics (UWHC), where the combined master of science (M. S. ) in hospital pharmacy and administrative residency program was started. These experienced administrative leaders described the leadership skills they believed were ssential for a high performance pharmacy practice, noting that there was documented synergy between great leadership and high-performance pharmacy practice. The skills described included the following:4 * Creation of a vision that is adopted by all department personnel * Core personal values that extend to an individual’s professional life * Ability to develop relationships across the organization * Lifelong learning * Develop spheres of influence across the organization * Ability to take risks and be an opportunist Transferring knowledge across the department and the hospital * Successful work–life balance * Succession planning Specifically for patients, they also believed that pharmacy leaders and managers should hire the best pharmacists possible, provide the best tools for pharmacists to do their work (e. g. , automation, information resources), have adequate pharmacy staff, and ensure a culture of medication safety. 4 All of these leadership skills and attributes are thus part of the manager and residency training program at UWHC.

I believe that similar skills and goals should also be applied to pharmacy student rotations, and therefore students must be provided options for selecting clerkship rotations specialized in health-system pharmacy administration. Even if those who participate in such clerkship experiences decide to pursue a clinical rather than administrative career path, they will be more effective clinicians as a result of their broadened view of the profession and their understanding of the challenges of pharmacy management. They will no longer be the clinical practitioner telling our future students that administration is unrewarding “busy work. Practitioners will be more able and willing to articulate the impact pharmacy administrators can have on advancing pharmacist-led patient services and will discuss this career option with students in a more favorable light. Expanding the availability of administrative clerkships is a win–win proposition for students and the profession. 5 Delivering Leadership Skills Via Dual-Degree Programs An additional opportunity for pharmacy students to acquire fundamental leadership skills and attributes is in the pursuit of an advanced degree in business.

Many pharmacy schools across the nation, including Sullivan University College of Pharmacy (SUCOP), are implementing dual degrees for those ambitious students that seek these administrative positions within the pharmacy profession. The dual PharmD/MBA degree will provide students with clinical health care expertise along with a business background and skills that are necessary to enter managerial positions within pharmacy. University of Arizona College of Pharmacy PharmD/MBA student Elizabeth Munch states “business pervades every facet of health care, now more than ever.

And an understanding of the business aspects of pharmacy is crucial no matter which aspect of pharmacy is considered. Business training will only serve to increase the competence and effectiveness of today’s health care providers. ”6 These intensive dual-degree programs provide students a way to hone problem-solving, leadership, and communication skills while engaging with students and mentors in other disciplines. Pharmacy schools that offer these programs do so to “prepare graduates for alternative non-academic pharmacy careers” as leaders in for-profit, nonprofit, and government health organizations. In particular, a leader within the pharmacy profession needs pharmacy-specific knowledge and skills for ensuring consistency and credibility within and outside the department, recruiting and retaining the right team members, establishing the pharmacy team’s value beyond a traditional role, becoming a more influential player within the health system, identifying challenges as opportunities, creating passion for change, and thoughtfully making difficult decisions. Having better pharmacy leaders results in better patient care, improved medication safety, and enhanced pharmacy productivity, all of which usually lead to better medication use within health systems. Conclusion It is critical that today’s leaders take steps to ensure that pharmacy maintains a strong pool of managers to continue the important work of guiding the profession. Starting an administrative clerkship rotation is an easy way to expose students to the rewards of leadership and the satisfaction of teaching and mentoring.

Pharmacists are becoming increasingly involved in managing patients with chronic conditions, while also collaborating more with physicians and other health care providers in a multidisciplinary team. Therefore, balance and retention of important skills that enable and leverage these new opportunities are what we need. We must also encourage residency program directors and preceptors to convey the importance of and provide excellent training in clinical care and disease management, as well as operations infrastructure, logistics, and leadership.

References 1. Lussier, R. N. , & Achua, C. F. (2007). Leadership: theory, application, skill development (3rd ed. ). Mason, Ohio: Thomson/SouthWestern. 2. Ivey, M. , & Farber, M. (2011). Pharmacy residency training and pharmacy leadership: an important relationship. American Journal Of Health-System Pharmacy, 68(1), 73-76. doi:10. 2146/ajhp100051 3. Thielke, T. (2010). Synergistic relationship between pharmacy leadership development and pharmacy service innovation.

American Journal Of Health-System Pharmacy, 67(10), 815-820. doi:10. 2146/ajhp090445 4. Zilz, D. , Woodward, B. , Thielke, T. , Shane, R. , & Scott, B. (2004). Leadership skills for a high-performance pharmacy practice. American Journal Of Health-System Pharmacy, 61(23), 2562-2574. 5. Knoer, S. , Rough, S. , & Gouveia, W. (2005). Student rotations in health-system pharmacy management and leadership. American Journal Of Health-System Pharmacy, 62(23), 2539-2541. oi:10. 2146/ajhp050226 6. Enderle, L. (2011). Dual degrees: full speed ahead. Pharmacy Times. Retrieved from http://www. pharmacytimes. com/publications/career/2011/PharmacyCareers_Fall2011/Dual-Degrees-Full-Speed-Ahead 7. Johnson, T. J. , & Teeters, J. L. (2011). Pharmacy residency and the medical training model: Is pharmacy at a tipping point?. American Journal Of Health-System Pharmacy, 68(16), 1542-1549. doi:10. 2146/ajhp100483

Pharmacy Leadership essay

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Pharmacists as Leaders

Pharmacists can be leaders in their day-to-day activities, even if they do not have the title of department manager.

Most pharmacy schools do not teach pharmacists how to become leaders. There is a big difference between holding a leadership position in the pharmacy setting and actually being a leader.

In the past 15 years, I have found that leadership is a rare quality in our profession, mostly because we learn from other pharmacy managers who were not trained to be leaders either. While you may think I am referring to operational directors or directors in general, I am talking about any pharmacist who works in a setting where he or she is leading other pharmacists or other technicians in any situation at work.

John Maxwell says, "The true measure of leadership is influence—nothing more, nothing less." A good leader will inspire and influence others in profound ways to do a good job. Can a staff pharmacist do this? Absolutely.

In the midst of phones ringing and nurses asking for medications, there are opportunities to do more than just the bare minimum. How can you improve your existing conditions? How can you make the operational flow better? Are there ways to inspire those around you with positive leadership to actually WANT to do a good job?

The very best pharmacists I have worked with were not necessarily those who were promoted beyond staff or basic clinical positions. They were the ones who came in daily and were inspiring in how they handled the stress of the job or stress from how things were run that were out of their control.

Here are a few ideas on how to lead when you don't necessarily carry the title of manager, but you do take on the daily role of being in charge solely by default.

pharmacy leadership essay

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pharmacy leadership essay

Developing your leadership skills

Leadership is a key part of the work of all pharmacists and pharmaceutical scientists, regardless of sector, location or experience. Leadership is for everyone.

In the complex and dynamic world of healthcare, the concept of a single ‘hero’ leader has been replaced with an engaging leadership approach that cascades throughout a profession. This collective approach to leadership works well for pharmacists and pharmaceutical scientists who increasingly practice in cross-disciplinary environments, with pharmacists from other sectors as well as other healthcare professionals.

In an engaging leadership model, leadership is the responsibility of everyone within the team, not just the individual accountable for team performance. This non-hierarchical approach devolves leadership to individuals at all points along the patient’s pathway of care – from the pharmaceutical scientist creating new treatments, through to the community pharmacist dispensing a prescription.

Developing leadership behaviours is an integral element of pharmacists’ training and learning in order to contribute to the effective running and future direction of the organisation within which they work and, ultimately, to enhance patient care and outcomes.

Sections on this page

Leadership development framework.

The RPS encourages all pharmacists and pharmaceutical scientists to develop their leadership behaviours, for their own personal development and for the benefit of patients, the public and the profession. A Leadership Development Framework (LDF) has been developed that encapsulates the concept of an engaged, collective leadership approach.

This comprises nine domains of leadership and outlines accompanying behaviours:

Online self-assessment tools

The NHS networks provide a valuable self-assessment tool for anyone in health and care services, who would like to identify where their leadership strengths and development needs lie and to assist them with their professional development.

Further information

Pharmacy Leadership

Leadership can be described by many, “as the process by which a leader imaginatively directs, guides and influences the work of others in choosing and attaining specified goals y mediating between the individuals and the organization in such a manner, that both will obtain maximum satisfaction. ” 1 Leadership is about building teams and communicating so that everyone works together. The importance of leadership is a key ingredient to all successful businesses and championship teams around the world. Teams that have this synergy tend to thrive and be the ones on top.

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Thus, leadership is dynamic in all aspects of life. At the forefront of any successful business or team is the leader. A leader is anyone who inspires and influences people to accomplish organizational goals. They motivate others to pursue actions, focus thinking, and shape decisions for the greater good of the organization. A leader is also a knowledgeable and trustworthy individual that communicates effectively and sets an example by living the corporate values everyone is expected to follow. Often times many contemplate whether leaders are born or made.

Effective leaders are not simply born or made; yet they are born with some leadership ability and develop it over time. L Legendary collegiate football coach Vince Lombardi once said, “Contrary to the opinion of many people, leaders are not born, leaders are made, and they re made by effort and hard work. ” 1 Thus, we are all leaders, and all individuals have potential leadership skills, which stresses the importance of leadership development. Anyone can have the fundamental requirements necessary for the leadership role, but it’s how they develop them that matters.

Leadership development is defined as an effort to enhance a learner’s ability to lead, an endeavor focused on developing the leadership abilities and attitudes of the individuals sitting at the top of the chain of command. Successful leadership development requires a lot more than the ability to give orders. It also requires diplomacy, top of the line people skills, and a certain level of ruthlessness. Leadership within Pharmacy These leadership attributes and skills pertain to all professions, regardless of the career path chosen for each individual.

In the pharmacy profession, transition into a leadership role often happens serendipitously, resulting in what is sometimes referred to as accidental leadership. Today’s pharmacy students receive very little exposure to pharmacy administrative career options and administrative leaders throughout the curriculum. Thus, they are often unaware of many leadership opportunities available to them upon graduation. Furthermore, those who do develop an interest in advanced administrative training often do so after they have already committed to a post-graduate staff position or a clinical training program without an emphasis on administrative practice.

By not exposing students to administratively focused career options during their impressionable clerkship years, we are losing many potential future leaders. 5 We need to spark their interest in administrative practice earlier, while hey are still in pharmacy school, and introduce them to a career that focuses on leadership and creating innovative pharmacy services and practice models that improve patient care. 5 Pharmacy school provides future health care professionals with the knowledge and skills of pharmaceutical therapies in order to deliver adequate, high- quality patient care to those with health illnesses or diseases.

As society becomes more and more saturated with clinical drug experts, there soon will be a higher demand for some of these individuals to lead and operate pharmacy departments. With many students having very little to no experience in leadership or managerial roles, how will these future health care providers of future generations become equipped with the essential leadership skills and attributes to successfully operate a pharmacy?

A high-performance pharmacy department is one that aspires to maximize its contributions to the clinical outcomes of patients and financial position of its health system by functioning at the highest levels of effectiveness and efficiency. Achieving a high-performance pharmacy practice requires leaders committed to clear vision for excellent practice. These pharmacy leaders must continuously enhance their team’s commitment to that vision, using recognized benchmarks of best practice to extend pharmacy’s influence across the continuum of care. Do Residencies Promote Effective Pharmacy Leadership? Within pharmacy curricula, students are required to perform in various academic rotations in order to gain further knowledge of the profession in diverse areas of the field. Upon graduation from a graduate program such as pharmacy school, students also have the option of applying for a residency, or post-graduate raining, to enhance their pharmacy learning and provide more experience within the profession.

According to many, residencies are categorized as clinical and general. Current American Society of Health-System Pharmacists (ASAP) accreditation standards state that the purpose of a post-graduate year 1 (PIGGY) residency is “to accelerate growth beyond entry-level professional competence in patient-centered care and in pharmacy operational services, and to further the development of leadership skills. 2 Therefore, the main purpose of a PIGGY residency is to increase the competency of pharmacists in the clinical environment and that PIGGY training should focus on effectiveness, efficiency, and competence in the clinical environment reinforced by experience in a strong pharmacy operations environment. 7 In the desire to be recognized as a clinical profession, pharmacy-training programs have devoted the vast majority of resources to patient care and clinical activities.

This is done at the expense of training practitioners who are not knowledgeable about the operations of a pharmacy department and have difficulty integrating clinical expertise and patient care with the skills necessary to navigate complex organizations. While operations and management expertise can be obtained through completing a post-graduate year 2 (PEGGY) residency in health-system pharmacy administration, many believe the emphasis on the interconnectedness of operational knowledge and clinical practice success should be a solid part of PIGGY residencies. The core experiences required in a PIGGY residency program include acute care, ambulatory care, drug-use policy, and practice management. An evaluation of various training programs revealed that approximately 80% of residency training time is directed toward acute and ambulatory care experiences, with the imagining time divided among orientation, drug-use policy, and administrative experiences. Ironically, in an era off leadership crisis within the pharmacy profession, the primary individuals responsible for the training and nurturing of young leaders are preceptors with expertise in clinical specialties that do not always have an understanding of the importance of the infrastructure that supports their work. The profession has made significant progress in training highly skilled, knowledgeable patient care specialists, some of whom now direct residency programs and profoundly influence training.

While this is exemplary practice, it is also essential that the new generation of drug-specialists be familiar with the operational aspects of a pharmacy department (e. G. , be able to create a budgetary impact proposal to justify an anticoagulation clinic or defend the purchase of smart pumps for a health system for safer delivery of I. V. Medications). 2 While completion of a PIGGY residency by itself cannot create a well-rounded, clinically competent practitioner who is well versed in organizational abilities, it is noted that residency training is the ideal starting point to establish the concept.

Residents are the future of the pharmacy profession, and it is imperative that they recognize, have experience in, and respect the critical role and linkages of the clinical pharmacy expert to pharmacy management and to the health system. 2 What Are the Essential Skills of a Pharmacy Leader? In December 2004, an article was published in American Journal Of Health System Pharmacy by five authors who had over 140 combined years of experience in health-system pharmacy leadership positions. Two of the five authors were past pharmacy directors at University of Wisconsin Hospital and Clinics (COUCH), where the combined master of science (M. S. ) in hospital pharmacy and administrative residency program was started. These experienced administrative leaders described the leadership skills they believed were essential for a high performance pharmacy practice, noting that there was documented synergy between great leadership and high-performance pharmacy practice.

The skills described included the following:4 * Creation of a vision that is adopted by all department personnel * Core personal values that extend to an individual’s professional life * Ability to develop relationships across the organization * Lifelong learning * Develop spheres of influence across the organization * Ability to take risks and be an opportunist * Transferring knowledge across the department and the hospital * Successful work-life balance * Succession planning Specifically for patients, they also believed that pharmacy leaders and managers should hire the best pharmacists possible, provide the best tools for pharmacists to do their work (e. G. , automation, information resources), have adequate pharmacy staff, and ensure a culture of medication safety. 4 All of hose leadership skills and attributes are thus part of the manager and residency training program at COUCH. Live that similar skills and goals should also be applied to pharmacy student rotations, and therefore students must be provided options for selecting clerkship rotations specialized in health-system pharmacy administration. Even if those who participate in such clerkship experiences decide to pursue a clinical rather than administrative career path, they will be more effective clinicians as a result of their broadened view of the profession and their understanding of the challenges of pharmacy management. They will no longer be the clinical practitioner telling our future students that administration is unrewarding “busy work. ” Practitioners will be more able and willing to articulate the impact pharmacy administrators can have on advancing pharmacist-led patient services and will discuss this career option with students in a more favorable light.

Expanding the availability of administrative clerkship is a win-win proposition for students and the profession. 5 Delivering Leadership Skills Via Dual-Degree Programs An additional opportunity for pharmacy students to acquire fundamental adhering skills and attributes is in the pursuit of an advanced degree in business. Many pharmacy schools across the nation, including Sullivan University College of Pharmacy (SCOOP), are implementing dual degrees for those ambitious students that seek these administrative positions within the pharmacy profession. The dual Pharmacy/MBA degree will provide students with clinical health care expertise along with a business background and skills that are necessary to enter managerial positions within pharmacy.

University of Arizona College of Pharmacy Pharmacy/MBA student Elizabeth Munch states “business revered every facet of health care, now more than ever. And an understanding of the business aspects of pharmacy is crucial no matter which aspect of pharmacy is considered. Business training will only serve to increase the competence and effectiveness of today’s health care providers. “6 These intensive dual-degree programs provide students a way to hone problem-solving, leadership, and communication skills while engaging with students and mentors in other disciplines. Pharmacy schools that offer these programs do so to “prepare graduates for alternative non-academic pharmacy careers” as leaders in or-profit, nonprofit, and government health organizations. In particular, a leader within the pharmacy profession needs pharmacy-specific knowledge and skills for ensuring consistency and credibility within and outside the department, recruiting and retaining the right team members, establishing the pharmacy team’s value beyond a traditional role, becoming a more influential player within the health system, identifying challenges as opportunities, creating passion for change, and thoughtfully making difficult decisions. 4 Having better pharmacy leaders results in better patient care, improved medication safety, and enhanced pharmacy productivity, all of which usually lead to better medication use within health systems. Conclusion It is critical that today’s leaders take steps to ensure that pharmacy maintains a strong pool of managers to continue the important work of guiding the profession.

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Leadership in Pharmacy

354 words 2 page(s)

The concept of leadership is about being more than the person at the top of an organization or any hierarchy. It is said that with great power comes great responsibility and both of those concepts are involved in being a leader. A leader is not someone who dictates, micromanages or macro-manages, but instead one who inspires others through their own actions.

Leadership, not dictatorship, is what improves morale for any company or even child baseball team. When there is a veritable and trustworthy leader at the helm of anything, the people that fall in line in the hierarchy are motivated to do the best that they can. A good leader takes out the time to learn his or her team, all of the strengths and weaknesses so that he or she can strategize and make the team the best that it can be for operations. Leaders praise, but not worship; they reprimand and guide, but not punish or humiliate. There are ways to be a leader. Leadership is a rare quality in the pharmacy profession, but not impossible to obtain and maintain.

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I plan on being a leader in the pharmacy profession by doing the aforementioned actions, but most of all, ensuring that any team of which I am a leader remembers the mission and that is to provide the best healthcare possible to clients and patients. Leaders in pharmacy work well with others and in this profession where lives hang in the balance daily, in or out of the hospital, that is an imperative skill. As a leader, I would prefer to find solutions than to place blame. When it comes to physical and mental health of patients for whom we provide, it is important to keep them at the center of operations.

To influence my team, I would recognize them for good things and remind them of our cohesive goal when anyone slips up. Leadership in pharmacy does not appear to be much different from doing so in any team-oriented work environment, but there is a special quality—life—that makes the work more fulfilling and at the same time, more daunying.

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IMAGES

Leadership and Advocacy for Pharmacy, 2e
Pharmacy Leadership Quotes. QuotesGram
Pharmacy Leadership
Pharmacy Leadership Academy
Useful Pharmacy Personal Statement Example http://www.personalstatementsample.net/pharmacy
Wisdom from the Pharmacy Leadership Trenches

VIDEO

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COMMENTS

Pharmacy Practice Leadership - ASHP
Pharmacy Practice Leadership Fostering Management Skills and Effective Leadership Pharmacy managers optimize the use of pharmacy resources, maximize the safety of medication use systems, develop staff and future leaders, and promote the pharmacist's role in patient care. Opioid Management Drug Shortages ASHP Forecasts Practice Management Advocacy
Wisdom from the Pharmacy Leadership Trenches - Sample Essay ...
Wisdom from the Pharmacy Leadership Trenches - Sample Essay Coaching Author: ASHP Subject: Wisdom from the Pharmacy Leadership Trenches - Sample Essay Coaching Keywords: Wisdom from the Pharmacy Leadership Trenches - Sample Essay Coaching Created Date: 3/30/2015 5:25:33 PM
Women in pharmacy leadership: The journey continues ...
The committee recommended strategies to foster leadership on multiple levels: the individual, the employer, and the pharmacy leadership level. 1 The goal was to facilitate awareness and discussion of barriers to leadership development and promote a culture that values and capitalizes on women’s unique perspectives and gender style differences ...
Pharmacy Leadership Essay Example - PHDessay.com
Leadership within Pharmacy These leadership attributes and skills pertain to all professions, regardless of the career path chosen for each individual. In the pharmacy profession, transition into a leadership role often happens serendipitously, resulting in what is sometimes referred to as accidental leadership.
Pharmacists as Leaders - Pharmacy Times
There is a big difference between holding a leadership position in the pharmacy setting and actually being a leader. In the past 15 years, I have found that leadership is a rare quality in our profession, mostly because we learn from other pharmacy managers who were not trained to be leaders either.
Developing your leadership skills - Royal Pharmaceutical Society
Leadership is a key part of the work of all pharmacists and pharmaceutical scientists, regardless of sector, location or experience. Leadership is for everyone. In the complex and dynamic world of healthcare, the concept of a single ‘hero’ leader has been replaced with an engaging leadership approach that cascades throughout a profession.
Pharmacists leadership in a medication shortage response ...
Corporate Pharmacy Services, Yale New Haven Health, New Haven, Connecticut, USA. Correspondence. Rebecca A. Pulk, Corporate Pharmacy Services, Yale-New Haven Health System, 20 York Street, New Haven, CT 06510, USA. Email: [email protected] Search for more papers by this author
Pharmacy Leadership Essay - Leadership
These experienced administrative leaders described the leadership skills they believed were essential for a high performance pharmacy practice, noting that there was documented synergy between great leadership and high-performance pharmacy practice.
Leadership in Pharmacy - College Essay Examples
I plan on being a leader in the pharmacy profession by doing the aforementioned actions, but most of all, ensuring that any team of which I am a leader remembers the mission and that is to provide the best healthcare possible to clients and patients.