Evaluating pharmacy leader development through the seven action logics.
Purpose. Pharmacy leader development over time was analyzed using the seven action logics. Methods. As part of an ongoing leadership seminar series, students were required to select a visionary pharmacy leader and conduct a structured interview to evaluate pharmacy leaders' action logics. A standard...
| Publicado en: | American Journal of Health-System Pharmacy Vol. 73; no. 2; pp. 82 - 86 |
|---|---|
| Autores principales: | , , , , , , , , , , , , |
| Formato: | research tables/charts Journal Article |
| Publicado: |
Oxford University Press / USA
1/15/2016
|
| Acceso en línea: | Ver este registro en EBSCOhost |
| fields | @attributes: recordID: 1 pdfLink: plink: https://search.ebscohost.com/login.aspx?direct=true&db=ccm&AN=112160038&site=ehost-live header: @attributes: shortDbName: ccm uiTerm: 112160038 longDbName: CINAHL Complete uiTag: AN controlInfo: bkinfo: dissinfo: jinfo: jid: 10792082 1X3 jtl: American Journal of Health-System Pharmacy issn: 10792082 maglogo: N pubinfo: dt: 1/15/2016 vid: 73 iid: 2 pid: 622 pub: Oxford University Press / USA artinfo: ui: 112160038 112160038 112160038 10.2146/ajhp150162 112160038 ppf: 82 ppct: 4 formats: fmt: @attributes: type: P tig: atl: Evaluating pharmacy leader development through the seven action logics. aug: au: Philip, Achsah Desai, Avani Nguyen, Phouc Anne Birney, Patrick Colavecchia, Anthony Karralli, Rusol Smith, Lindsey Lorimer, Dirk Burgess, Gwen Munch, Kyle Daniel, Nelvin Lionetti, Jason Garey, Kevin W. affil: Medical University of Southern Carolina, Charleston, SC sug: subj: Seminars and Workshops Leadership Evaluation Pharmacy and Pharmacology Skill Acquisition Mentorship Human Instrument Construction kappa Statistic Coding Interviews Descriptive Statistics Data Analysis Software Pilot Studies ab: Purpose. Pharmacy leader development over time was analyzed using the seven action logics. Methods. As part of an ongoing leadership seminar series, students were required to select a visionary pharmacy leader and conduct a structured interview to evaluate pharmacy leaders' action logics. A standardized questionnaire comprising 13 questions was created by the class. Questions addressed leadership qualities during the leaders' early years, education years, and work years. Transcripts were then coded by two separate trained investigators based on the leader's stage of life to provide a score for each action logic individually over time. Kappa coefficient was used to evaluate interrater agreement. Results. A total of 14 leaders were interviewed. All leaders were currently employed and had won national awards for their contributions to pharmacy practice. Overall, there was 82% agreement between the two evaluators' scores for the various characteristics. Action logics changed based on the leaders' life stage. Using aggregate data from all leader interviews, a progression from lower-order action logics (opportunist, diplomat, expert) to higher-order action logics (strategist, alchemist) was found. Ten leaders (71%) were diplomats during their early years. Six leaders (43%) were experts during their education years, and 4 (29%) were strategists or alchemists. During the third life stage analyzed (the work years), 6 leaders (43%) were strategists, and 2 were alchemists. During their work years, all leaders had a percentage of their answers coded as alchemist (range, 5-22%). Conclusion. Throughout their professional careers, pharmacy leaders continually develop skills through formal education and mentorship that follow action logics. pubtype: Academic Journal doctype: research tables/charts Journal Article ougenre: Article language: English refInfo: holdings: @attributes: islocal: N |
|---|