The biohealthcare executive in upper-middle management confronts leadership challenges unique to their industry: they manage highly specialized knowledge workers and innovators, compete at the speed of technology, work in a highly regulated environment where "free speech" often does not apply due to patient safety and privacy concerns, and increasingly are leading virtual teams who may be located in different parts of the world. Practical leadership for biopharmaceutical executives is a guide that strips away the theory and meets head-on the practical leadership challenges these executives face on a daily basis, and provides these "innovator leaders" with the tools to lead effectively in the face of technological complexity.

Key Features

  • Focuses on personal leadership, where the executive has an opportunity to manage his/her own effectiveness as a leader and manager, and engage with their own career development and method of contribution within their chosen industry
  • Discusses particularly the unique leadership challenges in biohealthcare: an industry that is at once highly innovative and emotive. Biohealthcare companies are often viewed with suspicion by the consumers who question corporate motives, and product marketing and sales practices. The effective biohealthcare leaders are well aware of these emotive features, and embody ethics through action - not just lip service
  • Includes real life examples, including a series of both phone-based and email-based interviews of executives


Biohealthcare executives at the middle management and upper-middle management level; Organizational development consultants; C-and E-level biohealthcare executives; Venture capitalists interested in understanding healthcare organizational issues; Students interested in biohealthcare management issues, particularly graduate students in health sciences and MBA students

Table of Contents



List of abbreviations

Author’s note

About the author

Chapter 1: ‘Leadership’ as a phenomenon



Qualitative research methodology

Data analysis


Objectives of this book

Chapter 2: Seven managerial leadership competencies


Leadership competence versus capacity

Competence in role: competence for tasks required of the leadership role

Autonomy-cohesion: competence in imparting autonomy and creating cohesion

Trust: competence in creating trust and working from trust

Steadiness amid uncertainty: competence for effectiveness amid incomplete/imperfect facts and/or tension

Balanced execution: competence for balanced execution in the face of increased complexity of role

Communication: competence for expressing clearly, to the scale appropriate to the audience, and with the intended result

Growth/cultivation: competence for developing current and future capability in self and others


Chapter 3: Three commitments of pharmaceutical executives: presence



The purpose of maintaining presence

Motivating and energizing employees

Energized teams brim with ideas

How team creativity is compromised

A biopharmaceutical executive’s communication awareness

Case illustrations of managerial communication failure

Debriefing the case illustrations


Chapter summary

Chapter 4: Three commitments of pharmaceutical executives: stewardship



Authority to give people jobs (assign them tasks)

Case illustrations of poor stewardship of managerial authority

Debriefing the case illustrations

Authority to give people objectives (assign a direction)



No. of pages:
© 2011
Woodhead Publishing
Print ISBN:
Electronic ISBN:

About the editor

Jane Chin

Dr Jane Y. Chin is currently Founder and President of Medical Science Liaison (MSL) Institute, and Managing Partner of 9Pillars, a leadership consulting advisory firm. Dr. Chin is also a certified Competitive Intelligence Professional (CIP). She has given keynotes in the areas of career leadership/transitions for scientists and has conducted webinars on personal branding, personal leadership, and use of social media in these. Dr. Chin has been published in international trade magazines and journals, most recently in a European magazine Communications Director on the subject of Personal Branding and Career Redundancy.