Value Creation In Pharmaceutical Industry Relationship

Comparison of Old and New Paradigms for Leadership

Discuss About The Value Creation In Pharmaceutical Industry.

Leadership is the ability of an individual or a team to guide or direct other people or organization to perform a specific task in achieving their goals or objectives. It is both a practical area and a research area. Leadership has been changing over the years from the old paradigm to the new paradigm due to change in technology .The  old  leadership paradigm comprises of command, control  and self-interest leadership style while the new leadership paradigm comprises of the sharing information and resources, collaboration and service leadership style (Blyth, 2017). The leaders in old leadership paradigm have advantages over the other group because people are not subjected to the same rules of behavior. Executives and groups at the top are rewarded as much as possible and everyone else rewarded very little. The new leadership paradigm seeks to abolish the old system by subjecting everybody in the same set of behavioral rules and regulations regardless the position of an individual in the group or society. New leadership model opens a door in creating   non-hierarchical   firm in which leadership is distributed among all members and is not concentrated on few   individuals at the top. The sharing of information in the new leadership model facilitates this (Sun, 2013). This paper will compare and contrast the differences between the characteristics of the old paradigm and new paradigm for leadership and the characteristics and behaviors of leader needed within new paradigm.   

Leadership is an interaction between members of a group where leaders are agent of change and their actions affects other members of the group than others people action affects those (Bass, 1985). Despite the change of leadership from the old paradigm to new paradigm, there are similarities and differences of characteristics between the old and new paradigm in leadership.

Power is a key to get things done your way. Power refers to the capacity that a person influences the behavior of another person such that the person acts in accordance of the first person wishes (Robbins & Judge, 2009). In old paradigm, power structure was hierarchies and the power flowed from top to bottom. The old traditional leaders believed that power was derived from their authority where they received their authority from their tops, control, and command their organization. The more you stayed in a firm the more your ladder of progress increases.

Characteristics and Behaviors of Leaders Needed in the New Paradigm

In the new paradigm the power flows in all direction and networks and communities is allowed where leaders allows group to give their solutions to a problem-solving situation. New paradigm leaders assist their staff and provide help where needed. In the traditional leadership model, information was considered as power and maintained only by leaders (Russell, 2001). This enables leaders to maintain authority and control since information was released to the group only when there is need to know. The leaders were secretive and no sharing of information. In new paradigm of leadership, there is encouragement open sharing of information, which results to implementation and development of methods used in problem solving.

Decisions were made by the boardroom or executive members concerning a problem and the solutions are delivered from the top to the bottom to other members of organization. Members do not take part in giving solution to problem in traditional model of leadership. In new paradigm of leadership, the team members participate in giving solutions to problem solving and approved by the management. The new leadership model recognizes group approach power in problem solving.

Leaders in old paradigm leadership rarely open up ideas to their team members or entertain suggestion from them. Ideas and discussion flows from top to down in hierarchy manner, the executives who held the information that drives the decision-making processes make the decision.  The new paradigm leadership allows suggestions and ideas from members (Barrick et al., 2013). Leaders recognized that masterminding and different ideas could give unique insights.

In old paradigm leadership, positions are clearly differentiated from other positions and rely on rules and regulation, which is followed by managers and team leaders to adhere to certain roles and responsibilities for both them and their team. This can interrupt creative process as it results to members working on their isolative places from their leaders and resources and information are shared on the need on basis.

In new paradigm, leadership positions are interchangeable depending on expertise and experience of members in an organization. Members are advice to work together since the resources; time and information are shared hence enabling the sharing of responsibilities and roles.

In both leadership paradigm, leaders are defined by having certain specific traits that distinguish them from other members in the group or society they belong (Navahandi, 2006). This is according to the trait theory, which states that leaders by virtue of their birth were born with special characters, which enables them to guide and direct others. In both leadership paradigms, rules and regulation are considered as basis of carrying on discipline and uniformity among members. Without rules and regulation an organization will be disorganized which will make it hard to achieve their goals or objectives. (Clawson, 2000).

Value Creation in the Pharmaceutical Industry

Both leadership paradigms stress the importance of ‘emotional intelligence’ to leadership (Rossete & Carrochi, 2005). People have differences in their capacity to process emotional ability. Emotional intelligence is useful  tool for understanding leadership but does not  unambiguously benefit leadership across all working situations hence incorporating should not come at the expense of other more important or equally leadership antecedents (Walter et al, 2011). Leaders in the new leadership paradigm are majorly distinguishable from leaders in traditional leadership paradigm by certain characteristic and behaviors as outlined below.

Leaders pass information relating to the work environment and the work itself is to all employees irrespective of whether they need to know or not. All parties first discuss decision and actions to be taken (Barrick et al., 2012). With this new leadership paradigm, those at the top of the leadership hierarchy and the ones at the bottom are always kept aware of what is going well or wrong in the organization. The new paradigm therefore cultivates a culture in which employees are not kept in the dark, as would be the culture in the old paradigm. By sharing of information therefore, organization boosts the productivity of their employees which eventually cultivates collaboration between all stakeholders in an organization

Leaders creates unstructured leadership environment. Unstructured leadership focuses on creating an informal leadership structure (Khalifa, 2012). Unstructured leadership is one in leadership is decentralized and does not revolve around few individuals at the top of the organization. This means that all staff in an organization irrespective of their position is expected to exhibit the similar behaviors and use the same procedures for executing their responsibilities. All staff has access to the same reward system (Walumbwa et al., 2010). This is more significant to leaders in making individual feel as much important to the organization as anyone else is.

Organization goals drive leader’s efforts and decision making in this leadership paradigm. Leaders focus more on delivery of service to the organization customers and the community as opposed to individual satisfaction. This leadership paradigm is therefore governed by transparency, kindness and service to all (Ladkin, 2010). Customer satisfaction becomes the key in the organization and personal achievement comes as a reward for satisfying the customer’s need. This is much opposed to the old paradigm where salaries and prominent status were the greatest concern of every leader at the expense of customer satisfaction (Anderson et.al, 2010). This paradigm therefore cultivates collaboration between various organization groupings as they are all led by similar goals and purpose.

Conclusion

Inspiration refers to giving the ability to do things in a better way than what could be done under normal circumstances. Leaders under the new leadership paradigm formulate the goals of the organization, communicate the goals to all staffs in different organization groupings, and motivate the staff to commit their efforts and time to achieving the global organizational goals (Sipe & Frick, 2015). This is vital to achieving individual staff development as their ability to implement or conduct actions and making of decisions are highly exercised.

The organization is broken down into groups that work together as a team. As stated earlier, staffs are not kept in the dark in this new leadership paradigm. This means that all team members are aware of what is going on in the organization by the team leader (Casserley & Critchley, 2010). All team members must discuss decisions and actions to be taken before a conclusion can be done. This means that every individual have the right to be heard and are as much important as other team members. Team spirit therefore ensures that the goals of the organization are considered much important than individuals themselves.

A leader in the new leadership paradigm discovers creativity and unleashes commitment from the employees. By giving empowerment to individual employees, a leader helps the employee feel significant in the organization and is likely to conduct work better without making mistakes. This leader is trustworthy and exhibits a sense of responsibility and accountability in the work they carry out (Heifetz & Linsky, 2017). Therefore, the leader is likely to be trusted by many individuals in the organization and these followers develop unconditional loyalty toward their leader. Team achievement is thus likely to be attributed to such a leader.

Leaders in the new leadership paradigm are motivated by the need to change the world and the people around them. Such leaders create an informal environment where other staff members are empowered, encouraged and given support to carryout tasks obligated to them. They build relationship with people who exhibit similar objectives and goals. Through such relationship, they give mentorship and training to staff in other leadership position below them. Such leaders enhance inclusivity and influence subordinate staff to act and accomplish task in similar manner as their leader.

Leaders under the new leadership paradigm demonstrate special motivational skills. They are able to identify the motivational needs of different subordinate staff. As research shows that different individual have different motivational needs, then this becomes an important aspect that needs to be looked at keenly by any leader whose need is to satisfy his/her followers (Anderson et.al, 2010).

In conclusion, several similarities and differences are noted between the old paradigm in leadership and the new paradigm (Hunter et al., 2013). Both tend to use rules and regulation as basis of leadership, leaders exhibit emotional intelligence and leaders tend to have traits that distinguishes them from others in the organization. It is also important to note that the two-leadership paradigm differs in how power is exercised, idea generation, information sharing and problem solving mechanism and ruler and responsibility (Doty 2017). Leaders in the new leadership paradigm are dimmed to be motivators, influencers, inclusive, team player, mentors, inspirers and good communicators. With the new paradigm, it is significantly noted that there is need for change to the new leadership paradigm as it allows collaboration and improves people’s productivity

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