Practical Leadership for Biopharmaceutical Executives

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.

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