The biohealthcare executive in upper-middle management confronts leadership challenges unique to their industry: they manage highly specialized knowledge workers and innovators, compete at the speed of technology, work in a highly regulated environment where "free speech" often does not apply due to patient safety and privacy concerns, and increasingly are leading virtual teams who may be located in different parts of the world. Practical leadership for biopharmaceutical executives is a guide that strips away the theory and meets head-on the practical leadership challenges these executives face on a daily basis, and provides these "innovator leaders" with the tools to lead effectively in the face of technological complexity.
Reihe
Sprache
Verlagsort
Verlagsgruppe
Elsevier Science & Technology
Zielgruppe
Für höhere Schule und Studium
Für Beruf und Forschung
Maße
Höhe: 234 mm
Breite: 156 mm
Gewicht
ISBN-13
978-1-907568-06-0 (9781907568060)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Klassifikation
Dr Jane Y. Chin is currently Founder and President of Medical Science Liaison (MSL) Institute, and Managing Partner of 9Pillars, a leadership consulting advisory firm. Dr. Chin is also a certified Competitive Intelligence Professional (CIP). She has given keynotes in the areas of career leadership/transitions for scientists and has conducted webinars on personal branding, personal leadership, and use of social media in these. Dr. Chin has been published in international trade magazines and journals, most recently in a European magazine Communications Director on the subject of Personal Branding and Career Redundancy.
Autor*in
Medical Science Liaison (MSL) Institute, USA
Dedication
Acknowledgements
List of abbreviations
Author's note
About the author
Chapter 1: 'Leadership' as a phenomenon
Abstract
Introduction
Qualitative research methodology
Data analysis
Conclusion
Objectives of this book
Chapter 2: Seven managerial leadership competencies
Abstract
Leadership competence versus capacity
Competence in role: competence for tasks required of the leadership role
Autonomy-cohesion: competence in imparting autonomy and creating cohesion
Trust: competence in creating trust and working from trust
Steadiness amid uncertainty: competence for effectiveness amid incomplete/imperfect facts and/or tension
Balanced execution: competence for balanced execution in the face of increased complexity of role
Communication: competence for expressing clearly, to the scale appropriate to the audience, and with the intended result
Growth/cultivation: competence for developing current and future capability in self and others
Conclusion
Chapter 3: Three commitments of pharmaceutical executives: presence
Abstract
Introduction
The purpose of maintaining presence
Motivating and energizing employees
Energized teams brim with ideas
How team creativity is compromised
A biopharmaceutical executive's communication awareness
Case illustrations of managerial communication failure
Debriefing the case illustrations
Conclusion
Chapter summary
Chapter 4: Three commitments of pharmaceutical executives: stewardship
Abstract
Introduction
Authority to give people jobs (assign them tasks)
Case illustrations of poor stewardship of managerial authority
Debriefing the case illustrations
Authority to give people objectives (assign a direction)
Authority to serve industry and company
Conclusion
Chapter summary
Chapter 5: Three commitments of pharmaceutical executives: development
Abstract
Introduction
Prerequisites in personnel development
How an executive uses the 'stretch' approach in development
Consistency of process in development
Individual contributor to first-line manager: key development challenges
Capabilities today, capabilities tomorrow
Spotlight on field medical science: a case of developing employees in a novel role
The biopharmaceutical executive's own leadership development
Knowing that one does not know: blindspots
Conclusion
Chapter summary
Chapter 6: Self-concept as 'leader'
Abstract
Introduction
Origin of leadership self-concept
Leadership self-concept in executives' managerial awareness
Role of structure in managerial leadership
Conclusion
Chapter 7: Conclusion: a new model of biopharmaceutical executive leadership
Appendices
Appendix 1: Executive demographics
Appendix 2: Aggregate descriptions of subjective experiences of leadership
Appendix 3: Sample interviewee descriptions for 'presence'
Appendix 4: Sample interviewee descriptions for 'stewardship'
Appendix 5: Sample interviewee descriptions for 'development'
References and further reading
Index
