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Value-Based Leadership

Value-Based Leadership

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Value-Based Leadership

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  1. Value-Based Leadership Marissa Schlaifer Pharmacy Affairs Director Academy of Managed Care Pharmacy

  2. Leadership • An effective leader is one that will unite followers in a shared vision that will improve an organization and society at large. • Leadership that delivers value, integrity and trust has been called transformational leadership. • Transformational leadership can be contrasted with transactional leadership that builds power by doing whatever will get more followers. James MacGregor Burns, Leadership (1978)

  3. Leadership Behaviors • Good leadership … is a way of being as well as doing. This way of being, or our values, drives our behaviors. • Neither Gandhi nor Martin Luther King ever took a course in non violence; Harry S. Truman on straight talk; Abraham Lincoln on valuing diversity; or Walter Cronkite on integrity. They trusted their values to guide them toward doing the right things. They were the essence of their values. “Value Based Leadership Coaching”, Buzzle.com found at: http://www.buzzle.com/editorials/6-10-2005-71386.asp

  4. Core Ideology • Core values (essential and enduring tenets) and core purpose (fundamental reason for being) as principles to guide decisions and inspire people through an organization over a long period of time. • Core values may not always be perfectly followed – but are always present as an inspiring standard. Jim Collins, Good to Great (2001)

  5. Organizational Core Value • No specific “right” core values for becoming an enduring great organization. • Core values are essential for enduring greatness, but it doesn’t seem to matter what those core values are. • The point is not what core values you have, but that you have core values. Jim Collins, Good to Great (2001)

  6. Academy of Managed Care Pharmacy • Vision: AMCP’s vision is managed care pharmacy improving health care for all. • Mission: AMCP’s mission is to empower its members to serve society by using sound medication management principles and strategies to improve health care for all.

  7. AMCP Core Focus Securing broadest patient access to affordable, high quality pharmacists’ services and pharmaceutical products through prudent allocation of resources in order to serve patients’ needs.

  8. AMCP Core Values • Managed care pharmacy benefits the health system • Advancement of pharmacy as a profession is basic • Professional growth of members in vital • Integrity, respect for diversity and ethics guide us • Collegiality

  9. Foundation for Managed Care Pharmacy • A non-profit charitable trust and research, education and philanthropic organization affiliated with AMCP • Mission: Helping people optimize medication therapy through the generation and dissemination of new knowledge.

  10. FMCP Values Statement • The following core values reflect what we are committed to in all our work and relationships. These are values that are constant over time, across all situations and apply to all people. They are the foundations of our organizational culture. • Integrity • Objectivity • Transparency • Collaboration • Innovation

  11. Integrity • Basing of one's actions on an internally consistent framework of principles. • One is said to have integrity to the extent that everything one does and believes is based on the same core set of values. • While those values may change, it is their consistency with each other and with the person's actions that determine the person's integrity.

  12. Objectivity • Judgment based on observable phenomena and uninfluenced by emotions or personal prejudices.

  13. Transparency • Implies openness, communication, and accountability. It is a metaphorical extension of the meaning used in science: a “transparent" object is one that can be seen through. • Transparency is introduced as a means of holding officials accountable.

  14. Collaboration • Structured process where two or more people work together toward a common goal by sharing knowledge, learning and building consensus.

  15. Innovation • Generally understood as the successful introduction of a new thing or method • The embodiment, combination, or synthesis of knowledge in original, relevant, valued new products, processes, or services Luecke, Richard; Ralph Katz (2003). Managing Creativity and Innovation.

  16. Conclusion • What is important is not what core values you have, but that you have core values, and • That you know what they are • That you build them explicitly into the organization • That you preserve them over time Jim Collins, Good to Great (2001)