Community pharmacists' perceptions of leadership.
7 Sources of power
Community pharmacy
Continuing professional development
Leadership
Pharmacy management
Journal
Research in social & administrative pharmacy : RSAP
ISSN: 1934-8150
Titre abrégé: Res Social Adm Pharm
Pays: United States
ID NLM: 101231974
Informations de publication
Date de publication:
12 2020
12 2020
Historique:
received:
05
12
2019
revised:
06
01
2020
accepted:
03
02
2020
pubmed:
15
2
2020
medline:
29
7
2021
entrez:
15
2
2020
Statut:
ppublish
Résumé
Concerns have been expressed regarding a "leadership crisis" in pharmacy. Previous research has identified potential barriers to pharmacists assuming leadership roles and signposted opportunities for further exploration of leadership issues in the profession related to psychological comfort with use of power. This study explored community pharmacists' perceptions of the effectiveness and impact of power leveraged by formal and informal pharmacy leaders. A theoretical framework based on Raven's 7 Sources of Power model was used to guide this research. Semi-structured interviews with community pharmacists in Ontario, Canada were undertaken, and data were coded and categorized using this framework. 29 pharmacists participated in this study. Participants in this study highlighted over-reliance on charismatic power, underuse of rewards and punishments, and general lack of effectiveness or impact in use of informational, expertise, positional, and relational powers amongst pharmacy leaders. Opportunities to broaden the power repertoire of pharmacy leaders, including leadership education, were identified as potentially valuable for individual leaders and the profession as a whole. Effectively leveraging power is important for leaders. This study has highlighted patterns of power use amongst community pharmacy leaders and identified opportunities for further research in this area and for continuing professional development for leaders.
Sections du résumé
BACKGROUND
Concerns have been expressed regarding a "leadership crisis" in pharmacy. Previous research has identified potential barriers to pharmacists assuming leadership roles and signposted opportunities for further exploration of leadership issues in the profession related to psychological comfort with use of power.
OBJECTIVES
This study explored community pharmacists' perceptions of the effectiveness and impact of power leveraged by formal and informal pharmacy leaders.
METHODS
A theoretical framework based on Raven's 7 Sources of Power model was used to guide this research. Semi-structured interviews with community pharmacists in Ontario, Canada were undertaken, and data were coded and categorized using this framework.
FINDINGS
29 pharmacists participated in this study. Participants in this study highlighted over-reliance on charismatic power, underuse of rewards and punishments, and general lack of effectiveness or impact in use of informational, expertise, positional, and relational powers amongst pharmacy leaders. Opportunities to broaden the power repertoire of pharmacy leaders, including leadership education, were identified as potentially valuable for individual leaders and the profession as a whole.
CONCLUSIONS
Effectively leveraging power is important for leaders. This study has highlighted patterns of power use amongst community pharmacy leaders and identified opportunities for further research in this area and for continuing professional development for leaders.
Identifiants
pubmed: 32057691
pii: S1551-7411(19)31144-1
doi: 10.1016/j.sapharm.2020.02.001
pii:
doi:
Types de publication
Journal Article
Research Support, Non-U.S. Gov't
Langues
eng
Sous-ensembles de citation
IM
Pagination
1737-1745Informations de copyright
Copyright © 2020. Published by Elsevier Inc.