Leaders and leadership

The Practice of Inclusion in Diverse Organizations 19 Inclusive Leaders and Leadership... 

The benefits of inclusion and frameworks for understanding and communicating inclusion, as well as individual and group level perspectives on inclusion and core competencies and skills of inclusive leaders, are addressed in detail in Parts One and Two of this volume, and I do not repeat them in this chapter. Suffice to say that inclusive leadership is good practice, and that all leaders and leadership should be inclusive. It follows then that for leadership development to be truly effective it also should be inclusive. So the first question to turn to is, what do we know and what can we suggest about how to fully take account of inclusion in leadership development systems ... 

This chapter builds on the leadership theories related to organizational behavior discussed in Chapter 8. Specifically, this chapter will help you to gain a greater understanding of the definitions and concepts of leadership, qualities of an effective leader, leadership theories and styles, how to use your personal strengths to enhance your leadership abilities, developing leadership in others, evaluative tools to identify your personal leadership style, and leadership roles within the profession and community for students and pharmacists. 

The DELTA Rx Institute (www.deltarx.com). The DELTA Rx Institute is based at the Drake University College of Pharmacy Health Sciences. DELTA stands for Drake Entrepreneurial Leadership Tools for Advancement. The Web site provides resources on entrepreneurship, profiles pharmacy entrepreneurial leaders, and provides tools and courses that can help to get pharmacists started on the path to entrepreneurship. 

The observers were asked to identify the leader of the group. In same-sex groups, the person sitting at the head of the table was reliably identified as the leader. In mixed-sex groups, a man at the head of the table was reliably identified as the leader. But in mixed-sex groups when a woman was at the head, observers sometimes labeled her as the leader and about equally often labeled a man seated elsewhere at the table as the leader. There were no differences between male and female observers. There was no intention to discriminate. The implication of this experiment is that the symbolic position of leadership carries less weight for a woman than a man. Women are less likely to obtain the automatic deference that marks of leadership confer for men. Women are objectively hurt in situations of that sort, even though observers intend no harm. 

The question is, in that spectrum of leadership, where are women most comfortable Where do women feel they can be effective and still retain the qualities that they perceive are important To be a leader do you really have to become an individual that you dislike, or can you be an effective leader and still retain the values that you respect Where is the happy medium between linear thinker and what was called circular thinker ... 

Emotional intelligence and leadership Daniel Goleman (1998) introduced the concept of emotional intelligence (El). This concept, while still controversial, merits some elucidation as it relates to leadership. Goleman and others describe El as the emotional needs, drives and true values of a person. El research is akin to the trait theory of leadership, in which the core elements of successful leaders are identified. Researchers have then taken these traits and identified leadership styles in which these traits are dominant, thus allowing a person to begin using particular traits in particular situations. 

The literature reveals that effective leadership in an organization is critical. Early examinations of leaders reporfed differences befween leaders and followers. The early trait theories failed to predicf accurately the inherent qualities of a leader. Subsequent leadership studies differentiated effective leader behaviors from noneffective leader behaviors. As such, leadership was recognized as a complex interaction among the leader, the follower, and fhe surrormding sifuation. More recenf sfudies asserf fhaf a shared vision and collaboration with followers are importanf characteristics of effective leaders. 

One of the most important roles associahons can assume is to create successful volunteers. This can be accomplished by combining a volunteer s innate need to serve with the tools necessary for successful leadership. It requires that the association set specific goals for volrmteer leaders, and provide recognition for a job well done. Within this framework, members are afforded the opportunity to excel at achvihes that they enjoy and that provide meaning and value for them and other members of the associahon. The payback for the volunteers is recognihon by peers for work accomplished and the right to use this accomplishment as evidence of their expertise and leadership qualihes. 

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