Competencies, skills, and personal characteristics needed for pharmacy leaders: An in-depth interview

Abstract

Objectives

This study aims to explore the essential competencies, leadership development strategies, skills, values, and personal characteristics required for pharmacists aspiring to leadership positions in Saudi Arabia.

Methods

Semi-structured, in-depth interviews, conducted either in person or via video, were selected to confidentially explore the leadership traits and strategies of pharmacists. The study included twelve pharmacists, consisting of 7 males and 5 females, with varying levels of experience: 3 aspiring leaders, 5 current leaders, and 4 retired leaders. A fourteen-question interview guide was developed to investigate the key elements necessary for effective pharmacy leadership development. The guide was pilot tested with two pharmacists, whose responses were excluded from the final sample and subsequent analysis.

Results

The study revealed significant disparities in the perceptions of leadership skills and personal characteristics among the different groups. The junior cohort, consisting of aspiring pharmacists, emphasized idealistic personal characteristics over practical skills. In contrast, current and retired leaders demonstrated a clear ability to differentiate between personal characteristics and essential skills. Furthermore, the study identified leadership development strategies grounded in the Saudi context, which were particularly resonant with both current and former leaders.

Conclusions

The study examined the essential competencies and leadership development strategies for pharmacists aspiring to leadership roles, revealing notable disparities between early-career individuals and current or former leaders. Future research should focus on bridging these differences in perception and skills through targeted knowledge interventions.

1. Introduction

Leadership is widely regarded as an essential trait among pharmacists, with some experts recommending its recognition as a core professional responsibility (Pharmacists, 2011). A recent systematic review described pharmacy leadership as primarily involving the motivation of others toward the achievement of specific goals and the facilitation of organizational change (Reed et al., 2019). Despite its critical importance, the role of the pharmacy leader is often overlooked or underestimated, even though it significantly impacts various aspects of healthcare delivery, including cost of care, patient safety, quality, and the pharmacist's influence within the hospital or health system (Filerman and Komaridis, 2007). Furthermore, there exist differences in the anticipated competencies, skills, values, and personal characteristics that pharmacy leaders are expected to exhibit (Reed et al., 2019).

The literature highlights a significant gap in research-based understanding of the competencies, skills, values, and personal characteristics that underpin effective leadership in the field of pharmacy. While some studies have incorporated general competencies from the broader management field, such as effective communication, knowledge, team management, decision-making, and collaboration (Tucci, 2019, Zilz, 2004) other research has explored the social role of pharmacy as a means of defining leadership needs and areas of focus (de Castro Araújo-Neto, 2024). Despite these efforts, much of the existing research emphasizes the shortage of pharmacy leadership and the urgent need for developing more leaders within the profession (Kishi, 2011, Bachynsky and Tindall, 2018, White, 2005).

In Saudi Arabia, research on pharmacy leadership has been limited, with most studies focusing primarily on hospital settings (Zilz, 2004, Alomi, 2018, Alomi, 2018). These studies predominantly surveyed pharmacy managers and supervisors to assess various aspects of their leadership styles and practices. Additionally, a small number of studies have explored the integration of leadership skills into the undergraduate pharmacy curriculum (Ali, 2024, Almaghaslah and Alsayari, 2021).

Therefore, adopting a real-world approach to exploring pharmacy leadership competencies, skills, values, and personal characteristics within the Saudi Arabian context, encompassing both clinical and non-clinical leadership roles, is crucial for several reasons. First, it will help identify the key competencies, skills, values, and personal characteristics that are fundamental to effective leadership. Second, by being specifically tailored to the Saudi context, it will enhance the relevance and applicability of the findings for practical training and implementation. Third, this approach will facilitate the development of pharmacy leadership training programs or educational materials, providing a locally sourced foundation for preparing future pharmacy leaders and supporting strategic leadership development.

This research project seeks to address the existing knowledge gap by examining the current status of pharmacy leaders in Saudi Arabia, both within and outside the pharmacy field. The primary objective is to explore the experiences of three distinct cohorts of pharmacy leaders: retired leaders, current senior leaders, and recent pharmacy graduates. The study will focus on identifying the essential competencies, leadership development strategies, skills, values, and personal characteristics required for pharmacists aspiring to leadership positions in the pharmaceutical industry, clinical care, or governmental organizations.

2. Methodology

2.1. Interview design

The interview design involved semi-structured, in-depth interviews conducted either face-to-face or via online video meetings. This approach was chosen to facilitate a confidential exploration of pharmacists' leadership characteristics, values, skills, and strategies for leadership development. A fourteen-question interview guide, detailed in Table 1, was developed to elicit in-depth insights into the competencies, leadership development strategies, skills, values, and personal characteristics essential for effective leadership in the pharmacy sector. To ensure the guide's validity, it was pilot tested with two pharmacists. These pilot interviews were excluded from the purposeful sampling framework and subsequent analysis, as their primary purpose was to assess the guide's effectiveness rather than to conduct in-depth interviews.

Table 1.

Interview Protocol.

Participant Introduction
1. Could you please introduce yourself and describe your professional background and current role?
Leadership Perception
2. How do you define leadership in the context of pharmacy practice?
3. What unique characteristics do you believe a pharmacist leader should possess?
Leadership Competencies and Skills
4. What are the essential competencies and skills a pharmacist should have to assume a leadership role?
5. Can you share examples from your professional journey where these competencies and skills were crucial?
Leadership Values and Attitudes
6. What values and attitudes do you believe are integral to effective pharmacy leadership?
7. Can you share an instance where your values and attitudes influenced your decision-making as a pharmacy leader?
Challenges and Solutions
8. What challenges have you encountered in your path to leadership? How did you overcome them?
9. What are the common obstacles pharmacists face when seeking leadership roles, in your opinion?
Leadership Development
10. What strategies do you suggest for developing leadership among pharmacists?
11. Can you suggest some resources or training programs that can foster leadership skills for pharmacists?
Closing Questions
12. Looking back at your career, is there anything you would have done differently to prepare for your leadership role?
13. Do you have any advice for pharmacists aspiring to leadership roles?
14. Is there anything else you would like to add that we haven't covered in this interview?

2.2. Sampling and recruitment

A purposive sampling method was employed to select participants, targeting a diverse group of retired pharmacy leaders, current senior leaders, emerging leaders, and recent pharmacy graduates. This approach was designed to capture a wide range of characteristics and demographic diversity. Pharmacists from each category were chosen based on nominations provided by the authors. To ensure diversity, the authors collaboratively reviewed the nominations, considering factors such as gender, region, and professional role, which resulted in a shortlist of 15 pharmacists. Each interview was scheduled for one hour. Prior to the interview, participants received an invitation outlining the scheduled time and the interview protocol.

2.3. Participant description

Twelve pharmacists voluntarily participated in the interviews within the stipulated timeframe. The study included seven male and five female participants. Among them, three were aspiring pharmacists with 1–3 years of experience, representing three regions: Riyadh, Eastern, and Makkah. Of these, two were employed in hospital pharmacies, while one worked in the pharmaceutical industry. The study also included five current leaders with 10–20 years of experience, four of whom were from the Riyadh region and one from Makkah. Three of these leaders managed hospital pharmacies, while two held middle management positions within the pharmaceutical industry. Lastly, four retired leaders with over 30 years of experience participated, with two from the Riyadh region, one from Madinah, and one from Makkah. Their professional backgrounds included one academic, one hospital pharmacist, and one individual from the pharmaceutical industry.

2.4. Data analysis

The pharmacist interviews were audio-recorded, de-identified, and transcribed verbatim. The interviews lasted between 45 and 60 min, with all participants providing verbal consent for the recording process at the start of each interview.

Data organization was facilitated using “Atlas.ti web,” with the thematic analysis guided by a general inductive approach. This approach involved several phases, beginning with coding the data and identifying emergent themes, each supported by relevant quotations. These themes were then categorized under specific headings that aligned with the research objectives. To ensure the reliability of the analysis, all authors reviewed the thematic categorizations and reached a consensus. This process included team members thoroughly reading and re-reading the transcripts to fully comprehend the overarching issues. As a result, specific descriptive topics and themes were developed to encapsulate the core messages conveyed by the participants. The final analysis was divided into three categories to present the results according to the different seniority groups: aspiring pharmacists, current leaders, and retired leaders.

2.5. Ethical considerations

This study received approval from the Sharik Association for Research and Studies (Sharik-2024–1-1). Verbal consent was obtained from all interviewees and recorded at the beginning of each interview. The Sharik committee is registered with and approved by the National Committee of Bioethics at KACST (H-01-R-095).

3. Results

3.1. Interview main themes

Four dominant themes emerged from the interviews: Pharmacy Leadership Foundations, Pharmacy Leadership Development Strategies, Challenges in Pharmacy Leadership Development, and Empowering Future Pharmacy Leaders.

3.2. Pharmacy leadership Foundations

3.2.1. Leadership definition

The analysis of pharmacy leadership definitions revealed distinct differences among the three groups, though consistency was observed within each group. Table 2 shows the views of the three groups regarding the definition of pharmacy leadership and other emerging themes..

Table 2.

Thematic summary of the views from the three groups.

Theme	Aspiring Pharmacists (N=3)	Current Leaders (N=5)	Retired Leaders (N=4)
Pharmacy Leadership Foundations	Leadership Definition: Managing a team to achieve a common goal.	Leadership Definition: Overcoming complex challenges as a team.	Leadership Definition: Acquiring interdisciplinary skills for big picture understanding and team knowledge transfer.
Pharmacy Leadership Development Strategy	Career Path: Limited to formal education like degrees or residencies.	Career Path: Self-learning, shadowing, mentorship.	Career Path: Problem-solving, performance feedback, interdisciplinary skills.
Challenges in Leadership Development	Lack of role recognition, insufficient training, strong competition, limited opportunities.	Limited positions, geographical/cultural bias, skills gap, adapting to technology.	Lack of funding, weak management skills, desire for rapid progression, lack of clear career paths.
Empowering Future Pharmacy Leaders	Emphasis on self-improvement, continuous learning, proactive task-taking.	Emphasis on workforce organization, reducing geographical bias.	Similar to current leaders, focusing on policies for workforce balance and leadership team selection.

3.3. Leadership characteristics & skills

The participants unanimously agreed that essential personal characteristics and skills are crucial for every leader in the pharmaceutical sector. Personal characteristics, defined as 'relatively stable, consistent, and enduring internal traits inferred from patterns of behavior, attitudes, feelings, and habits are crucial for leadership. Similarly, skills, defined as 'an ability or proficiency acquired through training and practice,' include both motor skills and other competencies (Skill, 2024). Motor skills, which involve the physical and mental abilities to perform precise and coordinated movements or actions, are vital in tasks requiring control over bodily movements, such as handling equipment, performing surgical procedures, or conducting detailed laboratory work. However, in the context of pharmacy leadership, motor skills may not necessarily involve physical movement in the traditional sense. Instead, they could metaphorically represent the ability to execute complex tasks smoothly, efficiently, and accurately, such as coordinating multiple actions or decisions, ensuring precision in each step, and managing tasks requiring a high degree of accuracy and control. It was also observed that the characteristics and skills deemed essential for effective pharmacy leadership varied among the three participant categories.

The aspiring pharmacists' group consistently emphasized the personal characteristics of a leader over specific skills. These characteristics included self-awareness, empathy, flexibility, openness to new experiences, positivity, the ability to recognize strengths in team members, and the capacity to accept criticism. The most frequently cited skill among this group was active listening.

In contrast, the current leaders group made a more distinct separation between personal characteristics and skills, with a greater emphasis on skills. The most frequently cited skills included communication, delegation, decision-making, team building, problem-solving, networking, project management, negotiation, and risk assessment. The most commonly mentioned personal characteristics were being visionary, trustworthy, ethical, inspiring, flexible, and adaptable.

Retired leaders, similar to current leaders in their ability to distinguish between personal characteristics and skills, tended to cite a smaller number of more complex traits, often combining multiple individual characteristics. The most frequently mentioned personal characteristics included having a strategic view, goal orientation, being humane, consistency, persistence, and sympathy. The most commonly cited skills were technical or subject matter expertise, analytical skills, strategy development and execution, and stress management.

3.4. Leadership values

Among the aspiring pharmacists' group, there appeared to be some difficulty in distinguishing between values and skills or characteristics. Nonetheless, three core values were identified: respect, sincerity, and generosity. Current leaders consistently emphasized values such as integrity, positivity, professionalism, commitment, and innovation. In contrast, retired leaders frequently cited commitment, integrity, responsibility, accountability, and openness.

3.5. Pharmacy leadership development strategy

3.5.1. Career path for pharmacist to leadership position

The analysis of the experiences of current and retired pharmacy leaders revealed that leadership positions are uncommon within the traditional pharmacy career path. While various leadership roles exist in the field, they are considered rare for several reasons. These include the limited number of positions available in any given healthcare setting and significant competition among pharmacists. Additionally, the career path for pharmacists often emphasizes clinical or operational roles rather than leadership positions. Notably, these leaders did not follow the traditional leadership transition or escalation paths commonly recognized in management domains; instead, their first official leadership role was often a top executive position. This trend was consistent across all participants. However, further discussion revealed that they all undertook unofficial leadership roles, or what may be termed 'mini leadership' tasks. These mini-leadership roles were primarily attained through self-involvement, taking initiative, or volunteering.

3.6. Challenges in pharmacy leadership development

The challenges highlighted by the participants were similar across the three groups; however, the depth and complexity of these challenges varied, becoming more defined and clearer with greater experience. Current leaders encounter challenges such as a limited number of leadership positions, intense competition, and geographical or cultural biases within the pharmacy industry. Additionally, they face the absence of a well-defined leadership pipeline in most organizations.

Retired leaders identify challenges such as a lack of funding for robust training programs and the absence of pharmacy advocacy and occupational support, which are commonly available in other fields like engineering.

3.7. Empowering future pharmacy leaders

Current and retired leaders largely agreed on two categories of recommendations for empowering future pharmacy leaders. The first category focuses on the individual's role in self-improvement, highlighting the importance of acquiring the necessary knowledge and skills, and building a character that presents a compelling profile for leadership consideration. These recommendations emphasize the value of continuous self-learning, both formally and informally, and cultivating a mindset that prioritizes learning through experience, practice, observation, and shadowing. They also stress the importance of proactively pursuing additional tasks and volunteering for new projects, maintaining consistency in character and positive behavior, allowing time for natural growth and progression, and demonstrating a set of favorable values in everyday actions and decisions.

The second category focuses on organizing the pharmacy workforce, including the development of policies to balance the Saudi workforce market within the pharmacy industry. These policies should aim to reduce geographical bias in the selection of leadership teams, particularly in the pharmaceutical sector. Nearly all participants agreed that addressing geographical bias in leadership is a priority that must be tackled by the highest-level human resources regulators in the country.

4. Discussion

This study employed in-depth interviews as a qualitative research method to explore the competencies, leadership development strategies, skills, values, and personal characteristics required for pharmacists aspiring to leadership positions in Saudi Arabia. Participants were divided into three groups based on their experience, allowing for an examination of the differences in leadership perceptions between those in the early stages of their careers and those who have held leadership positions in the country. This approach effectively identified the gap between the perceptions of early-career individuals regarding leadership progression and requirements, and the actual requirements and progression paths in the Saudi context, as experienced by participants who have attained top leadership roles.

The results of this study can be summarized into three key themes for discussion. First, the study clearly highlights the gap between the perceptions of individuals in their early career stages who aspire to leadership positions and the actual experience required to reach and succeed in such roles. This comparison is based on the responses from different cohorts, including aspiring pharmacists, current leaders, and retired leaders. While aspiring individuals often hold an idealized view of leadership, focusing on team management and achieving common goals, those with actual leadership experience emphasize the complexities and challenges involved, such as overcoming significant obstacles, developing interdisciplinary skills, and navigating organizational dynamics (Giri and Santra, 2010, Eisenbeiss et al., 2008). For example, Giri et al. found that leadership approaches differ significantly based on job experience, career stage, and position within the hierarchy (Giri and Santra, 2010). Additionally, the gap between leadership perceptions and realities may be linked to the level of congruence between leaders and their employees. However, there is limited research on the alignment between leaders and followers, particularly in developing countries, as noted in recent literature reviews (Asrar-ul-Haq and Anwar, 2018). To narrow this gap in the Saudi context, it is suggested that leaders take the time to share their experiences in reaching and performing in leadership positions, as well as clarifying the transition from technical to managerial roles. Furthermore, the variances identified by this research, as well as those uncovered in future studies, should be effectively communicated to students and early-career professionals to broaden their awareness.

Secondly, this study identified significant variations among the three groups regarding the skills and characteristics necessary to attain and excel in a leadership role. This contrast was evident in the differing interpretations of pharmacy leadership and perceptions of the vital skills and personal traits essential for leaders across the groups. The group with the least experience, unlike the current and retired leaders, tends to hold an idealistic view of leadership, focusing more on character and emotional aspects rather than tangible and practical components. This group struggled to clearly distinguish between personal traits and leadership skills, placing primary emphasis on qualities like inclusiveness and active listening. Studies show that aspiring leaders often highlight qualities such as empathy, inclusiveness, and active listening reflecting their limited experience with the complex challenges of leadership and leading them to highly value interpersonal attributes.

This gap requires more attention in both practice and research, as it not only affects the junior group's ability to effectively develop leadership skills but may also impact their outcomes and those of their teams (Gahl, 1984, Alvesson and Einola, 2019). An overemphasis on a leader's character could potentially result in disillusionment or disengagement if the leader fails to meet these idealistic expectations. However, leadership characteristics such as inclusiveness have been linked to better team performance(Hirak, 2012, Javed, 2019).

In contrast, the perspectives of current and retired leaders regarding the skills and characteristics necessary for leadership align with existing literature (Gahl, 1984). Experienced leaders prioritize strategic thinking, problem-solving, and technical skills, recognizing the need to balance both soft and hard skills to effectively guide their organizations (Gahl, 1984, Sarros and Sarros, 2011). Moreover, experienced leaders demonstrate a clearer distinction between personal traits and professional skills, understanding that effective leadership requires a blend of both (Zaleznik, 1977, Zaleznik, 2004).

Additionally, the findings of this study regarding the skills and characteristics necessary to attain and excel in a leadership role, as seen from the perspectives of current and retired leaders, align with existing literature (Swanwick, 2019). Experienced leaders prioritize strategic thinking, problem-solving, and technical skills, recognizing the importance of balancing both soft and hard skills to effectively guide their organizations (Swanwick, 2019, Sarros and Sarros, 2011). Moreover, experienced leaders typically demonstrate a clearer distinction between personal traits and professional skills, understanding that effective leadership requires a blend of both (Zaleznik, 1977, Zaleznik, 2004).

Finally, this study identified real-world leadership development strategies commonly shared among current and former leaders, which they believe contributed to their success in attaining and excelling in leadership positions. These findings are consistent with other literature investigating leadership development strategies (Desselle, 2020, Ward, 2019). Current leaders' emphasis on self-learning and experiential learning through shadowing and mentorship is supported by numerous studies highlighting the effectiveness of mentorship in leadership development (Crisp and Alvarado-Young, 2018, Tabloski, 2016). Mentorship not only provides practical, hands-on experience but also fosters personal growth and self-awareness, both of which are crucial for effective leadership (Foster, 2024, Hunt, 2015). Relationship-based learning through mentorship has been shown to be particularly effective, as it combines practical advice with personal development (Foster, 2024, Hunt, 2015, McAlearney, 2005).

Moreover, the retired leaders' focus on interdisciplinary skills, problem-solving activities, performance measurement, feedback, and learning from experience is echoed in the healthcare field (McAlearney, 2008). Leadership development in healthcare often includes interdisciplinary training, emphasizing skills such as resource management, financial acumen, and risk management (McAlearney, 2008). These elements are essential for managing complex, real-world challenges and are key components of comprehensive leadership training programs. Therefore, it would be advantageous for future pharmacy leaders to be aware of these strategies, as they can help streamline the process of identifying effective leadership growth strategies.

Interestingly, the experiences of current and retired pharmacy leaders indicate that their first official leadership position was often a top executive role, a trend that deviates from the traditional leadership transition path seen in other management domains. Instead, these leaders engaged in non-official leadership roles or 'mini leadership' tasks, such as leading the execution of strategic plans, managing temporary projects, and volunteering in scientific societies. This finding aligns with previous research in healthcare leadership, which suggests that informal leadership experiences can significantly contribute to leadership development (Edmonstone, 2013). Moreover, attaining mini-leadership roles primarily through self-involvement, initiative-taking, or volunteering is recognized as a critical pathway for pharmacy leaders (Edmonstone, 2013, McCauley and Van Velsor, 2004). The importance of self-driven leadership development is underscored by the fact that proactive engagement in leadership tasks, even on a small scale, can effectively prepare individuals for formal leadership roles (McCauley and Van Velsor, 2004).

The study's methodology, which included semi-structured interviews, purposive sampling, and thematic analysis, presents several limitations. The use of a structured interview guide, while helpful in maintaining focus, may restrict the exploration of unexpected insights. Purposive sampling, though targeted, may introduce bias and limit the generalizability of the findings. The reliance on voluntary participation and fixed interview durations could potentially exclude participants with valuable insights due to time constraints. Moreover, the subjective nature of qualitative analysis may introduce interpretation bias, and the accuracy of the data is reliant on participants' recall and honesty.

5. Conclusions

In conclusion, the study revealed significant differences in leadership perceptions, characteristics, and development strategies among aspiring pharmacists, current leaders, and retired leaders within the Saudi context. Aspiring pharmacists primarily emphasized team management and personal characteristics such as empathy and active listening. In contrast, current leaders highlighted a broader range of skills, including decision-making, delegation, and problem-solving, which they developed through self-learning and mentorship. Retired leaders underscored the importance of interdisciplinary skills, such as strategy development and resource management, gained through extensive experience and practice. These findings highlight the need for tailored leadership development programs that cater to the specific needs and challenges faced by pharmacists at different stages of their careers.

CRediT authorship contribution statement

Nasser F. BinDhim: Writing – original draft, Visualization, Validation, Supervision, Software, Resources, Project administration, Methodology, Investigation, Formal analysis, Data curation, Conceptualization. Nora A. Althumiri: Writing – review & editing, Validation, Resources. Rahaf A. Albluwi: Resources, Project administration. Hisham S. Aljadhey: .

Declaration of competing interest

The authors declare that they have no known competing financial interests or personal relationships that could have appeared to influence the work reported in this paper.