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Practical leadership for biopharmaceutical executives /
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 ap...
| Clasificación: | Libro Electrónico |
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| Autor principal: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Cambridge, UK ; Philadelphia, PA :
Biohealthcare Pub.,
2011.
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| Colección: | Woodhead Publishing series in biomedicine.
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| Temas: | |
| Acceso en línea: | Texto completo |
Tabla de Contenidos:
- Cover; Practical leadership for biopharmaceutical executives; Copyright; Dedication; Contents; Acknowledgements; List of abbreviations; Author's note; About the author; 1'Leadership' as a phenomenon; Introduction; Qualitative research methodology; Data analysis; Conclusion; Objectives of this book; 2Seven managerial leadership competencies; 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 tensionBalanced 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; 3Three commitments of pharmaceutical executives: presence; Introduction; The purpose of maintaining presence; Motivating and energizing employees.
- Energized teams brim with ideasHow team creativity is compromised; A biopharmaceutical executive's communication awareness; Case illustrations of managerial communication failure; Debriefing the case illustrations; Contextual presence in corporate politics; Conclusion; Chapter summary; 4Three commitments of pharmaceutical executives: stewardship; 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 companyConclusion; Chapter summary; 5Three commitments of pharmaceutical executives: development; 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.
- ConclusionChapter summary; 6Self-concept as 'leader'; Introduction; Origin of leadership self-concept; Leadership self-concept in executives' managerial awareness; Role of structure in managerial leadership; Conclusion; 7Conclusion: a new model of biopharmaceutical executive leadership; 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'