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.

• DedicationAcknowledgementsList of abbreviationsAuthor’s noteAbout the authorChapter 1: ‘Leadership’ as a phenomenonAbstractIntroductionQualitative research methodologyData analysisConclusionObjectives of this bookChapter 2: Seven managerial leadership competenciesAbstractLeadership competence versus capacityCompetence in role: competence for tasks required of the leadership roleAutonomy-cohesion: competence in imparting autonomy and creating cohesionTrust: competence in creating trust and working from trustSteadiness amid uncertainty: competence for effectiveness amid incomplete/imperfect facts and/or tensionBalanced execution: competence for balanced execution in the face of increased complexity of roleCommunication: competence for expressing clearly, to the scale appropriate to the audience, and with the intended resultGrowth/cultivation: competence for developing current and future capability in self and othersConclusionChapter 3: Three commitments of pharmaceutical executives: presenceAbstractIntroductionThe purpose of maintaining presenceMotivating and energizing employeesEnergized teams brim with ideasHow team creativity is compromisedA biopharmaceutical executive’s communication awarenessCase illustrations of managerial communication failureDebriefing the case illustrationsConclusionChapter summaryChapter 4: Three commitments of pharmaceutical executives: stewardshipAbstractIntroductionAuthority to give people jobs (assign them tasks)Case illustrations of poor stewardship of managerial authorityDebriefing the case illustrationsAuthority to give people objectives (assign a direction)Authority to serve industry and companyConclusionChapter summaryChapter 5: Three commitments of pharmaceutical executives: developmentAbstractIntroductionPrerequisites in personnel developmentHow an executive uses the ‘stretch’ approach in developmentConsistency of process in developmentIndividual contributor to first-line manager: key development challengesCapabilities today, capabilities tomorrowSpotlight on field medical science: a case of developing employees in a novel roleThe biopharmaceutical executive’s own leadership developmentKnowing that one does not know: blindspotsConclusionChapter summaryChapter 6: Self-concept as ‘leader’AbstractIntroductionOrigin of leadership self-conceptLeadership self-concept in executives’ managerial awarenessRole of structure in managerial leadershipConclusionChapter 7: Conclusion: a new model of biopharmaceutical executive leadershipAppendicesAppendix 1: Executive demographicsAppendix 2: Aggregate descriptions of subjective experiences of leadershipAppendix 3: Sample interviewee descriptions for ‘presence’Appendix 4: Sample interviewee descriptions for ‘stewardship’Appendix 5: Sample interviewee descriptions for ‘development’References and further readingIndex