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Practical Leadership for Biopharmaceutical Executives

Book Description

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.

  • Focuses on personal leadership, where the executive has an opportunity to manage his/her own effectiveness as a leader and manager, and engage with their own career development and method of contribution within their chosen industry
  • Discusses particularly the unique leadership challenges in biohealthcare: an industry that is at once highly innovative and emotive. Biohealthcare companies are often viewed with suspicion by the consumers who question corporate motives, and product marketing and sales practices. The effective biohealthcare leaders are well aware of these emotive features, and embody ethics through action - not just lip service
  • Includes real life examples, including a series of both phone-based and email-based interviews of executives

Table of Contents

  1. Cover image
  2. Title page
  3. Table of Contents
  4. Copyright
  5. Dedication
  6. Acknowledgements
  7. List of abbreviations
  8. Author’s note
  9. About the author
  10. Chapter 1: ‘Leadership’ as a phenomenon
    1. Abstract
    2. Introduction
    3. Qualitative research methodology
    4. Data analysis
    5. Conclusion
    6. Objectives of this book
  11. Chapter 2: Seven managerial leadership competencies
    1. Abstract
    2. Leadership competence versus capacity
    3. Competence in role: competence for tasks required of the leadership role
    4. Autonomy-cohesion: competence in imparting autonomy and creating cohesion
    5. Trust: competence in creating trust and working from trust
    6. Steadiness amid uncertainty: competence for effectiveness amid incomplete/imperfect facts and/or tension
    7. Balanced execution: competence for balanced execution in the face of increased complexity of role
    8. Communication: competence for expressing clearly, to the scale appropriate to the audience, and with the intended result
    9. Growth/cultivation: competence for developing current and future capability in self and others
    10. Conclusion
  12. Chapter 3: Three commitments of pharmaceutical executives: presence
    1. Abstract
    2. Introduction
    3. The purpose of maintaining presence
    4. Motivating and energizing employees
    5. Energized teams brim with ideas
    6. How team creativity is compromised
    7. A biopharmaceutical executive’s communication awareness
    8. Case illustrations of managerial communication failure
    9. Debriefing the case illustrations
    10. Conclusion
    11. Chapter summary
  13. Chapter 4: Three commitments of pharmaceutical executives: stewardship
    1. Abstract
    2. Introduction
    3. Authority to give people jobs (assign them tasks)
    4. Case illustrations of poor stewardship of managerial authority
    5. Debriefing the case illustrations
    6. Authority to give people objectives (assign a direction)
    7. Authority to serve industry and company
    8. Conclusion
    9. Chapter summary
  14. Chapter 5: Three commitments of pharmaceutical executives: development
    1. Abstract
    2. Introduction
    3. Prerequisites in personnel development
    4. How an executive uses the ‘stretch’ approach in development
    5. Consistency of process in development
    6. Individual contributor to first-line manager: key development challenges
    7. Capabilities today, capabilities tomorrow
    8. Spotlight on field medical science: a case of developing employees in a novel role
    9. The biopharmaceutical executive’s own leadership development
    10. Knowing that one does not know: blindspots
    11. Conclusion
    12. Chapter summary
  15. Chapter 6: Self-concept as ‘leader’
    1. Abstract
    2. Introduction
    3. Origin of leadership self-concept
    4. Leadership self-concept in executives’ managerial awareness
    5. Role of structure in managerial leadership
    6. Conclusion
  16. Chapter 7: Conclusion: a new model of biopharmaceutical executive leadership
  17. Appendices
    1. Appendix 1: Executive demographics
    2. Appendix 2: Aggregate descriptions of subjective experiences of leadership
    3. Appendix 3: Sample interviewee descriptions for ‘presence’
    4. Appendix 4: Sample interviewee descriptions for ‘stewardship’
    5. Appendix 5: Sample interviewee descriptions for ‘development’
  18. References and further reading
  19. Index