By Jane Y Chin
Management as a phenomenon; Seven managerial management expertise; 3 commitments of pharmaceutical executives: Presence; 3 commitments of pharmaceutical executives: Stewardship; 3 commitments of pharmaceutical executives: improvement; Self-concept as chief; end: a brand new version of biopharmaceutical govt management
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Extra info for Practical leadership for biopharmaceutical executives
Sample text
Reflecting on the origin of his leadership self-concept allows the executive to increase his self-awareness of the ideals and managerial roles that are shaping his approach to managerial leadership. Objectives of this book This book identifies interdependent and interacting themes that yield leadership experiences in biopharmaceutical executives. ’ The ‘business or science’ arguments distract from the important task of identifying operative conditions in producing leadership behaviors so that we can create environments that can produce managerial leaders in our biopharmaceutical organizations.
The challenge with assessing this competence is that some of the degree with which an executive displays emotional resilience may be 26 Practical Leadership for Biopharmaceutical Executives influenced by external conditions or the intensity of the situation. For example, an executive who is able to make decisions in the face of occasional tension may not exhibit the same level of effectiveness when confronted with continual bouts of tension. An executive who may be able to handle moderate levels of uncertainty may not be able to be effective when confronted with high levels of uncertainty.
Is a good listener, listens carefully to people so that he can detect the cues needed to manage them effectively. Pays close attention to his people by spending time with them and by motivating them for the long term, especially given the nature of the biopharmaceutical business; recognizes that people must deliver products that are relevant in the distant future. Autonomy-cohesion: competence in imparting autonomy and creating cohesion Regardless of rank, biopharmaceutical executives strike a fine balance between giving people autonomy to do their jobs and retaining the appropriate level of control to monitor overall progress of the department.