Pharmacy Leader Research Articles

Longtime Iowa pharmacy leader Thomas Temple dies at 74.

Longtime Iowa pharmacy leader Thomas Temple dies at 74.

Pharmacy leader Paul Lesage dies at 91 years.

Pharmacy leader Paul Lesage dies at 91 years.

Mississippi pharmacy leader Mickey C. Smith dies at 83.

Mississippi pharmacy leader Mickey C. Smith dies at 83.

Washington pharmacist Timothy Fuller dies at 75 years.

Timothy Stephen Fuller, collaborative practice trailblazer and longtime pharmacist–consultant for the Washington State Board of Pharmacy, died January 17 at his home in Sequim. He was 75 years old. Fuller was widely known for his research and advocacy on collaborative practice for pharmacists, an issue he championed during more than 2 decades of service with the pharmacy board. He was instrumental in establishing the nation’s first collaborative model for pharmacists to administer vaccines, and he helped normalize the profession’s role in providing emergency contraceptives and other drug therapies. In 1996, Fuller and editor Christopher P. Barry published the Handbook of Collaborative Drug Therapy Management. The handbook became a national blueprint for pharmacists to expand the reach and practical autonomy of the profession through collaborative practice agreements. “Throughout his career—as a pharmacy leader in hospitals and with the Washington Board of Pharmacy—Tim Fuller was committed to implementing cutting-edge solutions to optimize...

Considerations When Transitioning From Health-System Pharmacy Administration and Leadership Resident to Pharmacy Leader.

A key part to assimilating into an organization in a leadership role is managing transitions. Health-System Pharmacy Administration and Leadership (HSPAL) Residency Programs focus on laying the foundation for continued growth in management and leadership skills. This article focuses on keys for transitioning from HSPAL Pharmacy Resident to Pharmacy Leader. Managing transitions is and will continue to be an important topic for all leaders. As HSPAL Residents transition to new pharmacy leaders, understanding pharmacy practice building relationships, maintaining them, and having a thoughtful strategy through this transition will allow for a more complete understanding of the organization to navigate complexities, develop people, and complete projects and initiatives. While this article is specific to HSPAL residents, these concepts can apply to the transition to pharmacy leaders.

Pharmacy leader reflects on pharmacy reaching its full potential

Pharmacy leader reflects on pharmacy reaching its full potential

Massachusetts pharmacy leader William Gouveia dies at 77.

Massachusetts pharmacy leader William Gouveia dies at 77.

National Survey of Pharmacy Leadership at Ministry of Health in Saudi Arabia: Working Environment

Objective: To explore the national survey of pharmacy leadership at the Ministry of Health with emphasis on pharmacy Working Environment. Methods: It is a ninety days cross-sectional national survey of pharmacy leadership practice at Ministry of Health. The survey modified from self-assessment of 360 leadership and with pharmacy leadership literature. The electronic format of the survey through the survey monkey system and distributed through emails. All analysis is done through the survey monkey system. The survey divided into several parts for analysis, and discussion. Part one: practice management, part two: planning and organizations, part three: communications strategies, part four: problem-solving and decision making, part five: performances management, part six; working environment, and part seven: professional development. The study explored the part number six: National Survey of Pharmacy leadership: Working Environment. Results: The survey distributed to one hundred hospitals, the response rate, was forty-two hospitals (42%) with seventy-pharmacy leaders. The gender distribution of responders was Male 43 (63.24%) and female 25 (36.76%) while the nationality was Saudi 69 (98.57%) and non-Saudi 1 (1.43%). The majority of pharmacy leadership described the current environment as work culture A 24 (38.1%) and work culture C 23 (36.5%). The most of them preferred work culture B 20 (31.25%) and Work culture A 19 (29.69%). The average score Cultural Awareness skills were 2.48 (82.65%) with the highest score was Full respect for people who are not sharing the same region 2.73 (90.99%). The majority of pharmacy leaders agreed the higher Management within the organization recognizes strong job performance 31 (46.27%), the Employees proactively identify future challenges and opportunities 33 (53.23%), and Employees in my organization willingly accept change 31 (47.69%). Most of the pharmacy leaders (70%) though that is the maximum time should become pharmacy leader at his or her position four to five years. Conclusion: The pharmacy leaders had some challenges with workplace environment. Targeting to review pharmacy workplace and implement the new model of the culture environment is required. Also, further with another a detail investigation of pharmacy workplace environment is highly recommended at healthcare organizations in Saudi Arabia. Key word: Pharmacy leadership, Working environment, Ministry of health, Saudi arabia.

National Survey of Pharmacy Leadership at Ministry of Health in Saudi Arabia: Professional Development

<p style="text-align: justify;"><strong>Objective:</strong> To explore the national survey of pharmacy leadership at the Ministry of Health with emphasis on pharmacy Professional development. <strong>Methods:</strong> It is a ninety days cross-sectional national survey of pharmacy leadership practice at Ministry of Health. The survey modified from self-assessment of 360 leadership and with pharmacy leadership literature. The electronic format of the survey through survey monkey system and distributed through emails. All analysis is done through survey monkey system. The survey divided into for several parts for analysis, and discussion. Part one: practice management, part two: planning and organizations, part three: communications strategies, part four: problem-solving and decision making, part five: performances management, part six; working environment, and part seven: professional development. The study explored the part number seven: National Survey of Pharmacy leadership: Professional development. <strong>Results:</strong> The survey distributed to one hundred hospitals, the response rate, was forty-two hospitals (42%) with seventy-pharmacy leaders. The gender distribution of responders was Male 43 (63.24%) and female 25 (36.76%) while the nationality was Saudi 69 (98.57%) and non-Saudi 1 (1.43%). Most responders were in age range (25-34) years 30 (55.12%) and (35-44 years) 26 (38.24%). The average score Developing Other skills was 2.6 (86.46%) with the highest score was the leader open to receiving feedback 2.69 (89.65%). While average score Coworker Development skills were 2.56 (85.32 %) with the highest score was Reviews others&rsquo; work for quality and provides feedback 2.66 (88.65%). The average score Continual Improvement skills was 2.6 (86.65%) with the highest score was Open to the suggestions from others 2.75 (91.65). While the Leading the Change needed skills average score was 2.57 (85.65%) with the highest score was Supports hospital&rsquo;s efforts to implement changes that needed to enhance pharmacy care. 2.71 (90.32%). <strong>Conclusion:</strong> The professional development skills of pharmacy leader was acceptable with a specific limit at Healthcare origination in Kingdom of Saudi Arabia. Targeting to improve the pharmacy leader&rsquo;s skills; the Continuous Professional Development program for pharmacy leadership implementation at all Ministry of Health organization is highly recommended. <p style="text-align: justify;"><strong>Key word:</strong> Pharmacy leadership, Professional development, Ministry of health, Saudi arabia.

Creating organizational value by leveraging the multihospital pharmacy enterprise.

The results of a survey of multihospital pharmacy leaders are summarized, and a road map for creating organizational value with the pharmacy enterprise is presented. A survey was designed to evaluate the level of integration of pharmacy services across each system's multiple hospitals, determine the most commonly integrated services, determine whether value was quantified when services were integrated, collect common barriers for finding value through integration, and identify strategies for successfully overcoming these barriers. The comprehensive, 59-question survey was distributed electronically in September 2016 to the top pharmacy executive at approximately 160 multihospital systems located throughout the United States. Survey respondents indicated that health systems are taking a wide range of approaches to integrating services systemwide. Several themes emerged from the survey responses: (1) having a system-level pharmacy leader with solid-line reporting across the enterprise increased the likelihood of integrating pharmacy services effectively, (2) integration of pharmacy services across a multihospital system was unlikely to decrease the number of pharmacy full-time equivalents within the enterprise, and (3) significant opportunities exist for creating value for the multihospital health system with the pharmacy enterprise, particularly within 4 core areas: system-level drug formulary and clinical standardization initiatives, supply chain initiatives, electronic health record integration, and specialty and retail pharmacy services. Consistently demonstrating strong organizational leadership, entrepreneurialism, and the ability to create value for the organization will lead to the system-level pharmacy leader and the pharmacy enterprise being well-positioned to achieve positive outcomes for patients, payers, and the broader health system.

Establishing a Legacy: Considerations for Retiring Leaders.

A follow-up survey of leadership staffing shows that nearly 80% of pharmacy leaders (pharmacy directors, deans, faculty, managers, and supervisors) are retiring in the next 10 years. Those who are delaying retirement are opting for part-time consulting work, traditional staff pharmacy jobs, or partial teaching appointments. There are various ways for leaders to transition into retirement; this transition can be early, delayed, or completed in a step-wise manner. Planning effectively for retirement in regard to finances and living situation is a first step to being able to make a contribution in retirement. Retirement can be an important time to continue making a difference in health system pharmacy through pharmacy education, practice, consulting, research, scholarship, and philanthropy. Whatever aspect the retiring pharmacy leader chooses, they can continue to make a difference by influencing other leaders in their mission to develop patient-centered pharmacy services.

Pharmacy leader Toby Clark dies at 71.

Toby Clark, M.Sc., FASHP, FFIP, who traveled the country for 15 years as a lead surveyor for ASHP Accreditation Services after a 32-year career in pharmacy management, died unexpectedly on October 18 at his home in Charleston, South Carolina. He was 71. Toby Clark ![Figure][1] “Toby

Pharmacy leader Eric T. Hola dies at 60.

Eric T. Hola, M.S., M.L.S., FASHP, pharmacy director at Saint Barnabas Medical Center in Livingston, New Jersey, and a longtime leader in professional pharmacy organizations, died at his home in Blairstown on September 24 at the age of 60. Eric T. Hola ![Figure][1] “Eric was a wonderful

Knowlton receives Remington Honor Medal

A favorite quote of 2015 Remington Honor Medalist recipient Calvin H. Knowlton's, BSPharm, MDiv, PhD, is, "If you really want to change something, don't change the existing reality; create a new model that makes the old model obsolete." Knowlton, who is CEO and Founder of Tabula Rasa Healthcare, Inc., has taken Buckminster Fuller's words of wisdom to heart throughout his entire pharmacy career

Life in a fishbowl: accountability and integrity in pharmacy leadership.

The Director's Forum is designed to guide pharmacy leaders in establishing patient-centered services in hospitals and health systems by providing practical information on various leadership topics. Pharmacists are bound to practice in the best interest of the patient and are obligated to act with integrity and in an ethical manner. Pharmacy directors and their leadership staff are additionally bound to manage their department with integrity. Staff often scrutinize the pharmacy director's actions, giving the director a feeling of "life in a fishbowl." Every action of the leader is judged in the context of personal integrity or their individual commitment to moral, spiritual, and ethical values. The objective of this article is to describe how a pharmacy leader manages this responsibility. This article addresses the pharmacy leader's obligations to act with integrity, reviews key integrity concerns in pharmacy leadership, and provides guidance for leading and managing in the context of ethics and integrity. Pharmacy directors must always be aware that they are open to both department and public scrutiny if they do not conduct themselves in a professional manner. Being accountable for their actions and maintaining a high standard of integrity, leaders can keep the focus of their departments on the goal of patient-centered pharmacy services.

Pharmacy Leader's Role in Hospital Emergency Preparedness Planning.

The Director's Forum column is designed to guide pharmacy leaders in establishing patient-centered services in hospitals and health systems. Environmental disasters and terrorist attacks demonstrate that it is imperative for both a hospital and community to have an emergency preparedness plan. The goal of this article is to provide health-system pharmacy leaders with a practical approach in developing an emergency operations plan (EOP) that can be activated in the event of a disaster. Pharmacy leaders should (1) review government and community disaster responses and understand the movement of drug supply for each response, (2) create a pharmacy disaster plan, (3) list the essential medications and determine their inventory levels, and (4) establish a staff training program to enhance understanding and implementation of the EOP. If successfully developed and executed, a hospital pharmacy department's EOP has a high rating of success in meeting patient-centered needs in the unforeseen event of a disaster.

Pharmacy Leader's Role in Hospital Emergency Preparedness Planning.

The Director's Forum column is designed to guide pharmacy leaders in establishing patient-centered services in hospitals and health systems. Environmental disasters and terrorist attacks demonstrate that it is imperative for both a hospital and community to have an emergency preparedness plan. The goal of this article is to provide health-system pharmacy leaders with a practical approach in developing an emergency operations plan (EOP) that can be activated in the event of a disaster. Pharmacy leaders should (1) review government and community disaster responses and understand the movement of drug supply for each response, (2) create a pharmacy disaster plan, (3) list the essential medications and determine their inventory levels, and (4) establish a staff training program to enhance understanding and implementation of the EOP. If successfully developed and executed, a hospital pharmacy department's EOP has a high rating of success in meeting patient-centered needs in the unforeseen event of a disaster.

Recommendations for Smooth Career Transitions in Pharmacy Leadership

The Director's Forum is designed to guide pharmacy leaders in establishing patient-centered services in hospitals and health systems. This article focuses on the process of preparing leaders for future career transitions. Both new and seasoned leaders are confronted with the tasks of overcoming environmental issues, ensuring alignment in all directions during the first 90 days, and implementing change. By gaining a thorough understanding of the expectations during the transition phase, the new pharmacy leader will ensure future successes that maximize department initiatives and support the rapidly changing health care environment.

Things I Wish I had Known before becoming a Pharmacy Leader

The Director's Forum series is designed to guide pharmacy leaders in establishing patient-centered services in hospitals and health systems. This month's article is intended to provide tips and guidance for new pharmacists who suddenly find themselves in managerial roles. While this can be a challenge, there is a network of colleagues within the profession who have also experienced this transition.

PPAG 2012 Board Election Results

PPAG 2012 Board Election Results