Overview

"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."

Full Product Details

Author:   Jane Y Chin (Medical Science Liaison (MSL) Institute, USA)
Publisher:   Elsevier Science & Technology
Imprint:   Woodhead Publishing Ltd
Volume:   No. 1
Dimensions:   Width: 15.60cm , Height: 1.20cm , Length: 23.40cm
Weight:   0.610kg
ISBN:  

9781907568060

ISBN 10:   1907568069
Pages:   224
Publication Date:   05 May 2011
Audience:   College/higher education ,  Professional and scholarly ,  Postgraduate, Research & Scholarly ,  Professional & Vocational
Format:   Hardback
Publisher's Status:   Unknown
Availability:   In Print  
Limited stock is available. It will be ordered for you and shipped pending supplier's limited stock.

Table of Contents

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

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Author Information

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.

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