A survey exploring the barriers and drivers to leader and leadership development of the pharmacy workforce: a focus on advanced practice

Abstract

Abstract Introduction Developing professional leadership skills is one of the workforce development goals of the International Pharmaceutical Federation1. Leadership is identified as an essential domain in advanced practice curricula for pharmacists in the United Kingdom2. The National Health Service People Plan recognises that leadership training and development can maximise productivity and shape a positive culture, which is essential for provision of 21st century healthcare3. However, leader and leadership development remain under-researched within the pharmacy profession. Aim To describe pharmacist leadership training experience and perceptions of barriers and drivers to leader and leadership development. Methods An online survey was developed, piloted, and distributed to 105 pharmacists at a single, tertiary care, acute hospital organisation in the UK between August and October 2020. The survey consisted of Likert scale questions relating to importance of leadership competencies, personal leadership qualities, barrier, and drivers to pharmacist leadership development. Quantitative data were analysed using Microsoft Excel®. The study formed part of a local pharmacy service education and training service evaluation and review. Therefore, in accordance with the Health Research Authority toolkit NHS ethical approval was not required. Results The survey was completed by 39 pharmacists, providing a 37.1% response rate. Almost three quarters of pharmacists did not have leadership training. Over half the pharmacists surveyed identified leadership development as essential for career progression (n=26, 66.6%) and to improve performance in their current role (n=23, 59.0%). A key driver was support from line managers or work colleagues (n=28, 71.8%). Pharmacists reported workload (n = 19, 48.7%), not being valued (n=16, 41.0%) and lack of access or opportunity to work at strategic level (n= 14, 35.9%) as barriers to pharmacy leadership development. Discussion/Conclusion This is the first survey of pharmacist leadership development among pharmacists working in the hospital setting in the UK. Improving performance in current role and career development were identified as key drivers for pharmacist leadership development while workload and lack of access or opportunity of working at strategic levels were identified as key barriers.