BACKGROUND: The profession of pharmacy needs effective leaders to navigate change. Indirect indicators suggest there are insufficient numbers of pharmacists who actually want to be leaders. A paucity of research limits our understanding of what motivates and demotivates pharmacists to be leaders. This exploratory study was undertaken to investigate community pharmacists' attitudes, opinions and beliefs about leadership. METHODS: Interviews with 38 pharmacists were conducted either in person or using telecommunication applications such as Skype. A semistructured interview guide was used to elicit comments about leadership in general and in pharmacy, perceived leadership roles and barriers/enablers to leadership. Data were analyzed using Chan and Drasgow's motivation-to-lead framework. RESULTS: Key barriers to assuming leadership roles included lack of education/support, inadequate compensation, concerns about work-life balance, time constraints and a generalized discontent about leadership in society and in the profession. DISCUSSION: While some of these barriers could be addressed through formal education (such as conflict management training) or through managerial influence (e.g., remuneration or scheduling to improve work-life balance), some (such as cynicism about leadership) will be more challenging to address. The need to address these barriers will grow as the need for new and emerging leaders in pharmacy continues to evolve.
BACKGROUND: The profession of pharmacy needs effective leaders to navigate change. Indirect indicators suggest there are insufficient numbers of pharmacists who actually want to be leaders. A paucity of research limits our understanding of what motivates and demotivates pharmacists to be leaders. This exploratory study was undertaken to investigate community pharmacists' attitudes, opinions and beliefs about leadership. METHODS: Interviews with 38 pharmacists were conducted either in person or using telecommunication applications such as Skype. A semistructured interview guide was used to elicit comments about leadership in general and in pharmacy, perceived leadership roles and barriers/enablers to leadership. Data were analyzed using Chan and Drasgow's motivation-to-lead framework. RESULTS: Key barriers to assuming leadership roles included lack of education/support, inadequate compensation, concerns about work-life balance, time constraints and a generalized discontent about leadership in society and in the profession. DISCUSSION: While some of these barriers could be addressed through formal education (such as conflict management training) or through managerial influence (e.g., remuneration or scheduling to improve work-life balance), some (such as cynicism about leadership) will be more challenging to address. The need to address these barriers will grow as the need for new and emerging leaders in pharmacy continues to evolve.