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INTRODUCTION

About the Authors: Dr. Turner is an Assistant Clinical Professor at the University of Utah College of Pharmacy and is a practicing clinical pharmacist in primary care at University of Utah Health. Dr. Turner earned his Doctor of Pharmacy (PharmD) degree at the University of Utah and completed the 2-year Pharmaceutical Care Leadership Residency at the University of Minnesota. Dr. Turner co-leads the University of Utah’s StudentHotspotting program, designed to engage interprofessional teams in reducing cost and improving outcomes of patients with high health care utilization. Dr. Turner’s leadership efforts include enhancing clinical practice through Comprehensive Medication Management implementation, developing interprofessional teams to improve care and enhance resilience, and engaging in clinic and system-level quality improvement projects. Dr. Turner teaches leadership and management courses and advises student professional organizations. His scholarship interests include leadership development, pharmacy practice innovation, interprofessional education, and building effective health care teams.

Dr. Sorensen is a Professor and Associate Head, Department of Pharmaceutical Care and Health Systems at the College of Pharmacy, University of Minnesota. He also serves as the Executive Director of the Alliance for Integrated Medication Management, a non-profit organization that engages health care institutions in practice transformation activities that support improved medication use. Dr. Sorensen received his PharmD from the University of Minnesota and has had professional experience in a range of professional settings, including acute care (critical care), community pharmacy, managed care, and academia. His academic work concentrates on identifying strategies that facilitate clinical practice development and developing leadership skills in student pharmacists, pharmacy residents, and practitioners. His research and service activities have focused on working with health care organizations to implement strategies that improve health outcomes associated with chronic illness, specifically identifying leadership strategies that allow organizations to integrate and sustain medication management services delivered by pharmacists within interprofessional teams. Dr. Sorensen has been highly active in state and national pharmacy organizations, including service as the President of the Minnesota Pharmacists Association and President of the American Association of Colleges of Pharmacy.

LEARNING OBJECTIVES

LEARNING OBJECTIVES

After completing this chapter, readers should be able to

  1. Define leadership and determine its essential role in health care and pharmacy practice.

  2. Determine the role of positional and non-positional leaders in creating change.

  3. Compare and contrast the roles of and activities of leaders and managers.

  4. Describe Kotter’s eight steps for leading change.

  5. Consider the role of strengths and values in enhancing self-awareness.

  6. Identify the essential strategies and practices of effective teams.

  7. Determine the next step in one’s own leadership journey.

SCENARIO

Jane Nguyen is a recent pharmacy graduate working in her first job at a community pharmacy owned by a local non-profit health system located within an ambulatory care clinic. As a student, Jane was active in student organizations, ...

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