CHAPTER 6 PART 3 - LEADERSHIP INSTITUTE – STRATEGIC INTENT ...shodhganga.inflibnet.ac.in/bitstream/10603/27842/13... · PART 3 - LEADERSHIP INSTITUTE – STRATEGIC INTENT AND VALIDATION

Strategy To Launch Institute For Values-Based Leadership Development

Ms. Ruth D’Souza 276

CHAPTER 6

PART 3 - LEADERSHIP INSTITUTE –

STRATEGIC INTENT AND VALIDATION



CHAPTER 6

PART 3 - LEADERSHIP INSTITUTE –

STRATEGIC INTENT AND VALIDATION

6.0.0.0 Introduction

Coined by Hamel, Gary and Prahlad, C. K., in their path breaking book ‘Competing

for the future’, Strategic Intent is defined as a compelling statement about where an

organization is going that succinctly conveys a sense of what that organization wants to

achieve in the long term. Strategic Intent answers the question: What exactly are we

trying to accomplish? It is an “ambitious and compelling dream which provides

emotional and intellectual energy for the company and defines the journey to the

future”.

The three attributes of strategic intent are:

a) Direction: Strategic Intent implies a particular point of view about the long-term

market or competitive position the firm hopes to build over the next decade. It is a

view of the future, conveying a unifying and personalizing sense of direction.

b) Discovery: A Strategic Intent is differentiated; it implies a competitively unique

point of view about the future. It holds the promise of exploring new competitive

territory.

c) Destiny: Strategic Intent has an emotional edge to it; it is a goal that stakeholders

perceive as inherently worthwhile.

This chapter describes Part 3- Leadership Institute - Strategic Intent and Validation.

Based on the findings of Part 1 and Part 2, the researcher has developed a strategic

intent for the proposed leadership institute for the pharmaceutical industry. This intent

has been validated through quantitative research with industry stakeholders and the

chapter describes this validation of the strategic intent for the proposed Leadership

Institute.



Part 3 of the study ‘Leadership Institute - Strategic Intent and Validation’ consists of a

two-fold approach to develop and test the validity of a leadership institute to promote

values based leadership in pharmaceuticals as follows and as depicted in the figure 6.1:

Figure 6.1 Diagrammatic Representation of the research design of Part 3

6.1.0.0 Developing The Concept And Strategic Intent Of A Leadership Institute To

Promote Values Based Leadership In Pharmaceuticals:

The concept and strategic intent was developed based on the major findings of the

quantitative survey in Part 1 and the qualitative in-depth research in Part 2 of the study.

OBJECTIVE!!

RESEARCH-PROCEDURE--

TARGET-AUDIENCE--

SAMPLE-SIZE--

The Survey Qualitative

Research: In-Depth

Interviews

Develop Strategic Intent !

Validate Strategic Intent

Recommen-dations

& Launch Strategy

Part-1- Part 2 Part-3- Part-4-

To study the factors affecting the values based leadership behaviour of leaders in the pharmaceutical industry in the context of business ethics

To understand underlying issues and explore possible solutions to enable leaders in the pharma industry display values based leadership behavior

To develop the strategic intent of the leadership institute

To validate the concept of a leadership institute for values based leadership

To recommend strategic initiatives for launch of values-based leadership institute.

Quantitative Primary Research

To develop the concept testing note for the Validation study

To develop launch strategy

Top 50 Companies of the Pharma industry. Top, Senior & Middle Management

Thought leaders, industry consultants, leadership development experts, business school heads, industry stakeholders

Top, Senior & Middle Management of the pharma industry

160!! 25 100

Total-sample-size-=-285-

Quantitative Primary Research

In Depth qualitative interviews



6.2.0.0 Validating The Concept And Strategic Intent Of A Leadership Institute To

Promote Values Based Leadership In Pharmaceuticals:

The strategic intent was studied through quantitative primary research to validate the

need for and test the acceptance of the concept of launching an institute to promote

values based leadership in the pharmaceutical industry.

6.1.0.0 Developing The Strategic Intent Of A Leadership Institute To Promote Values Based Leadership In Pharmaceuticals.

6.1.1.1 Objective

To develop the concept and strategic intent of launching a Leadership training institute

aimed at promoting values-based leadership development in the pharmaceutical

industry.

6.1.1.2 Summary Of Insights From The Research Studies Of Part 1 – The Survey

And Part 2 - Qualitative Research – In Depth Interviews

The research studies on values based leadership and the pharmaceutical industry

reveals the following key insights:

! There is a definite crisis of values based leadership behavior in the

pharmaceutical industry with widespread corruption at all levels.

Pharmaceutical companies are now predominantly using unethical practices to

generate business.

! The major reasons are intense competition, pressure to earn market share, weak

implementation of laws, changing nature of values, lack of transparency and

widespread corruption.

! 98% of the respondents felt that their organisations considered it important to

do business in an ethical manner and over 90% are aware of unethical practices

in operations.

! 66% of the respondents have encountered situations that have created ethical

dilemmas for them; while 48% have experienced a conflict between their



personal values and what was expected from them while dealing with ethical

dilemmas.

! Most common ethical violations are unethical payments to doctors in lieu of

prescriptions, regulatory violations, manipulation of clinical trial data, off label

usage and incorrect drug information in drug promotion.

! The major factors causing an individual to compromise with his/her values

were focus on short-term results, rewarding results and not processes and

furthering personal goals.

! The experience of ethical dilemmas is across types of companies and levels of

management.

! Both multinational companies and national companies are indulging in

unethical business practices although the MNC’s are more sophisticated in

implementation.

! There is definitely a great need to return to the fundamental purpose of saving

lives and cleaning up the pharma regulatory and marketing system.

! There is a general consensus that the values and mission statements of each

company exist only on paper and are more of a corporate image building

exercise.

! 96% of the respondents would like to be values based leaders.

! 93% of the respondents across types of companies and levels of management

would like to develop their skills to become values based leaders.

! It is possible to remain values based as demonstrated by the Caselets of

companies who have maintained their values and yet achieved business goals.

The common factor in all these cases is a clear strategy, a strong code which is

communicated and implemented, the focus on training and retraining of

employees on values and ethics and commitment of top management to conduct

business ethically.

! In order to bring about a positive transformation and enable the pharmaceutical

industry to display values based leadership the following initiatives emerged

from the research:



o Leadership signalling and accountability

" Clarification by top management of what can be done and what

cannot be done in an organization within an ethics framework. Top

management also needs to redefine parameters for “Success”, to

create new norms for success and align the organization with new

norms.

" Top management needs to demonstrate the values in action by

‘walking the talk’.

" There is a need to formulate an ethics policy for each organization

and set up processes within the organization that can monitor

compliance.

o Leadership Training

" Impart training on values based leadership and ethical decision

making for top management, senior management and leadership

pipelines.

" Re-train and re-skill sales and marketing teams to market and sell

products based on scientific rationale and discourage selling using

unethical practices.

" Expose leaders and stakeholders to leadership training where ethics

and values are at the heart of the leadership program.

" Discuss approaches to resolve ethical dilemmas in day-to-day

operations and develop skills of living by values, voicing values and

leading based on values through development interventions.

" Create forums for CEO’s to debate the challenges of values based

leadership and the pharmaceutical industry.



o Sensitization programs and public awareness campaigns

" Continuous education to change mindset of all stakeholders of

society.

" Conduct sensitizing programs across industry and organizations on

the long-term benefits of being ethical and the need to adhere to the

code of ethics proposed by the government.

o Governance

" Stronger governance and implementation of the Medical Council of

India (MCI) code of ethics for physicians, the Pharmaceutical code

of ethics for industry and the Income Tax act.

" Stricter implementation of existing laws using audits and inspections

by regulatory authorities.

" Fast track prosecutions of cases of companies suspected of violation

and impose punishing penalties for those found guilt of subversion.

6.1.1.3 Conclusion Of Research Insights From Part 1 And Part 2

The research findings of Part 1 and Part 2 reveal that there is an evident crisis in

the working of the pharma industry today that has compelled organizations to adopt

business practices that are not necessarily ethical. The last few years have

generated bad publicity for the industry through the huge fines levied on pharma

companies for ethical violations ranging from bribing doctors, misleading

marketing communication, manipulating clinical trials, suppressing information of

side effects and launching irrational drugs.

The research findings establish the urgent need for change and transformation of

the current practices and to clean up the pharma regulatory and marketing system.

Pharmaceutical companies need to reorient their business operations to the

fundamental purpose of saving lives and of making profits while adopting the

principles of business ethics and values based leadership.



The research findings also establish the need for a training institute which equips

stakeholders of the pharmaceutical industry with the knowledge, confidence and

skills to take value based decisions and display values-based leadership behavior in

their business operations. The core areas which need to be addressed include

equipping organizations and leaders to take values based decisions, developing

leaders to resolve ethical dilemmas, clarify ethical frameworks and enable

organizations to display values based leadership behavior in their business

operations.

6.1.2.0 The Leadership Institute- Strategic Intent And Concept

6.1.2.1 Strategic Intent

Based on the findings of Part 1 and Part 2, summarized in the insights above, the

researcher proposes that a training institute needs to be launched with a focus on

values-based leadership development. The institute should aim to sensitize

stakeholders about values and their role in business, create awareness about values-

based leadership behavior, promote debate on ethical dilemmas and corporate

governance, and re-skill target audiences with the knowledge, attitudes and skills

needed to achieve business goals ethically.

Strategic Intent Statement

Revive values based leadership in the pharmaceutical industry by launching a

leadership development training institute which will equip, empower and enable

individuals and organizations to display values based leadership.

6.1.2.2 Objective Of The Values-Based Leadership Development Institute

To launch an institute for values-based leadership development in the pharmaceutical

industry in India, aimed at reviving values based leadership in the industry, by

equipping, empowering and enabling individuals and organizations with the

knowledge, attitudes and skills needed to display values based leadership.



6.1.2.3 Concept Of Values-Based Leadership Development Institute

While there are myriad of leadership programs, most of them are values and ethics

neutral. There is a need for special values-based leadership programs, focused on

values and decision-making based on values. The programs have to build skills and

equip participants’ with the courage and the confidence to display values based

leadership behavior and influence the world around them.

The Institute for developing Values-based leadership will cater to corporates in the

pharmaceutical industry to create awareness, promote debate, and improve knowledge

and skills about the importance of values-based leadership in business operations. The

primary aim of the institute will be to bring values and ethics to the forefront and to

restore the implementation of business ethics through values based leadership.

The institute will also equip organizations, stakeholders and current and future leaders

with the education, training and critical-thinking tools needed to make ethical decisions

for real world challenges. The institute will aim to prepare leaders to deal with the

complicated and subtle decision-making processes required to create an organizational

culture where ethical practice and values-based behavior become habit.

The pedagogy will be adult learning and experiential learning. Faculty, facilitators and

teaching resources will be drawn from amongst a pool of experts, thought leaders,

academicians, practitioners and international faculty.

A key part of the programs will be the outcome based approach where participants will

be encouraged to take up projects for implementation in their own lives, their teams or

departments and in the organization.

Based on the findings of Part 1 and Part 2 and the strategic intent, the institute will

work on five focus areas as depicted in Figure 6.2.



Figure 6.2 Focus areas of proposed institute for values based leadership

development

1. Values-based leadership

The various programs under this stream will aim to equip audiences ranging from top

management to potential leaders with the awareness, knowledge and skills to actively

promote and protect integrity in the workplace.

The main outcomes will be to:

! Equip target audiences to become role models within their organizations

! Empower target audiences with the skills of values based leadership, the ability

to use critical and strategic thinking, and align actions with values

! Enable participants to be confident to resolve issues while living values

2. Business ethics

The programs under this stream aim to sensitize organizations and make leaders aware

of the various ethical choices one has to make in day-to-day business operations and to

recognize and address the ethical dilemmas that are likely to arise in their jobs.

The outcomes for will be to:



! Equip audiences to recognize ethical dilemmas, improve decision making

ability and use the reasoning strategies to navigate moral mazes

! Enable senior management create a values based organizational culture by

facilitating interventions for change

! Update industry on governance, legislation and compliance to business ethics

3. Corporate accountability and governance

Faced with complex industry, regulatory, and governance issues, board members are

encountering a wide range of new challenges with their actions undergoing increasing

scrutiny by shareholders, regulators, and governance rating agencies. The institute will

aim to deliver interventions that will empower managements and directors to govern

the production, decision making and control processes within an organization keeping

in mind the interests of all stakeholders.

The outcomes of area of corporate accountability and governance aims to:

! Equip organizations to implement industry code of ethics by helping

corporates define internal ethics policy and ethical business processes.

! Empower industry to conduct effective compliance audits in critical areas

like Sales, Marketing, Regulatory, Clinical trials, and business processes.

! Reorient organization’s rewards systems to integrate short-term and long-

term results.

4. Sales and marketing re-skilling

The institute will aim to re-train sales and marketing personnel with the skills needed

to brand and sell products based on principles of marketing and scientific research.

Programs will also aim to equip managers with the brand and sales management skills

needed for directing the sales effort and ensuring sales productivity.



The key outcomes of this focus area are:

! Support organizations to re-train sales and marketing personnel to develop

sales strategy, brand strategy and selling skills using scientific marketing

principles.

! Equip sales and marketing teams to deal with customers who want

gratification to prescribe, with assertiveness training and values-based

managerial skills.

! Equip and empower corporate training teams with the tools to conduct

induction and refresher skills training with values and ethics at the core.

5. Seminars and Public forums

The institute will conduct public seminars which will provide an opportunity for top

management and policy makers to address the challenges they face, learn from each

other’s success stories, review consequences and risks of non compliance and

deliberate on approaches to balance short term goals with long term strategy. The

institute will also facilitate research on issues relating to values and ethics and values

based leadership in the pharmaceutical industry.

The institute will aim to achieve the following outcomes in the area of seminars and

forums:

! Provide thought leadership platform to CEO’s and policy makers to address

the challenges to implementing values based leadership

! Debate approaches to balancing short term gains with long term results

Below is a diagrammatic representation of the key focus areas, with brief details on

area, scope and outcomes Figure 6.3.



Figure 6.3 Proposed Institute for Values-based Leadership development

6.1.2.4 Program offerings

The goal will be to launch an institute to cater to the development of values-based

leaders in the pharmaceutical industry with the above product mix. The Figure 6.4

outlines the potential program offerings.



Figure 6.4 Proposed program offerings of the institute for values-based leadership

development

The proposed institute will have the following program offerings under each

focus area:

Values based leadership

o Values the heart of leadership – Foundation program

o Values based leadership- critical thinking, strategy, skills and results

o Certificate program in values based leadership

o Leadership signalling and role modelling

Business values and ethics

i. Sensitization to business values and ethics

ii. Recognizing ethical dilemmas



iii. Cases in decision making and navigating moral mazes

iv. Developing skills to take a courageous stand

v. Developing a values based culture-interventions for change

Corporate accountability and governance

i. Defining ethics policy and business process

ii. How to conduct effective compliance audits (Sales and marketing, Regulatory,

Clinical trials, business process)

iii. Ethics certification programs for implementing industry code of ethics

iv. Reorienting rewards systems to integrate short term and long term results

Sales & marketing re-skilling

i. Sales and branding Strategy to compete ethically in a generic market

ii. Selling skills based on scientific marketing

iii. Territory /market management for results

iv. Leadership and Managerial skills

Seminars and Public forums

i. Implementing the pharmaceutical code of ethics- challenges and approaches

ii. CEO forums: balancing short term gains with long term results, assessing risks

of non compliance and consequence management

6.1.3.0 Conclusion of The Concept And Strategic Intent Of A Leadership Institute

To Promote Values Based Leadership In Pharmaceuticals

The Strategic intent statement for the proposed values based leadership development

institute is: Revive values based leadership in the pharmaceutical industry by launching a leadership development training institute which will equip, empower

and enable individuals and organizations to display values based leadership. The

proposed institute aims to offer programs in five focus areas including Values-based



leadership, business ethics, corporate governance, sales and marketing re-skilling and

CEO/Policy makers’ forums.

The next part of the chapter outlines the validation of the strategic intent of the

leadership development institute.



6.2.0.0 Validating The Concept And Strategic Intent Of A Leadership Institute To

Promote Values Based Leadership In Pharmaceuticals

6.2.1.0 Introduction to Data Analysis

The strategic intent was studied through quantitative primary research as elaborated in

Chapter 3 – Research methodology. Based on the Strategic Intent outlined in the

previous section, a concept note was developed along with a structured questionnaire.

The concept was validated on 100 respondents from the pharmaceutical industry who

were asked to study the concept and indicate their degree of agreement with the set of

statements designed to test the concept acceptance. The respondents comprised of top,

senior and middle management levels among multinational and national companies.

For the purpose of the study, twelve hypotheses have been tested with data collected

through a structured questionnaire.

This part of Chapter 6 elaborates the data analysis and the findings of the validation

study. Respondents were asked to state their degree of agreement with eleven

statements relating to the strategic intent of the institute on a 5 point Likert scale. The

scale was 1= Strongly disagree, 2= Disagree, 3 = Neither agree nor disagree, 4 = Agree

and 5 = Strongly agree.

Data collected was organized, coded and entered into the software package SPSS

(Statistical Package for Social Sciences) for analysis. Each hypothesis was subjected to

statistical tests to prove or disprove the hypothesis. Descriptive tests and one way

Analysis of Variance (ANOVA) have been used to analyze the data and test the

hypotheses. Variables have been tested individually. For ANOVA, the confidence

interval considered was 95%.



6.2.2.0 Data Analysis Of Part 3 – Validation Of Leadership Institute

The data analysis of Part 3 consists of Descriptive statistics and Inferential statistics.

The descriptive statistics are depicted in Table 6.1 given below:

6.2.2.1 Descriptive statistics

Table 6.1 Descriptive statistics indicating how strongly respondents agree with the

statements about the proposed institute

No Descriptives

Indicates how strongly respondents agree that N Mean Std. Deviation

Std. Error Mean

1 The proposed Institute for values-based leadership is a unique concept to the pharmaceutical industry in India 100 4.43 .742 .074

2 The proposed Institute for values-based leadership will be useful to the pharmaceutical industry in India 100 4.21 .769 .077

3 The proposed Institute for values-based leadership will help to improve leadership skills where values are central to leadership 100 4.24 .698 .070

4 The activities of the institute will create awareness about the need to actively promote and practice integrity in the workplace 100 4.25 .702 .070

5 It is important to train and re-skill pharmaceutical sales and marketing teams to market drugs based on principles of marketing and science so that their confidence to sell ethically is increased

100 4.56 .574 .057

6 An external, objective agency like the proposed training institute will help pharmaceutical organizations by facilitating interventions for change

100 3.97 .771 .077

7 The training programs will help to improve participants confidence to recognize and deal with ethical dilemmas

100 4.17 .667 .067

8 It is important to create forums for CEO’s, leaders and policy makers to debate approaches to address the challenges to values based leadership in the pharmaceutical industry

100 4.46 .673 .067

9 The proposed institute will equip organisations to improve their image in the eyes of the general public by implementing the industry code of ethics

100 4.01 .823 .082

10 Pharmaceutical companies would be interested in availing the services of an institute dedicated to improving the understanding and application of values-based leadership for their teams.

100 3.57 .742 .074

11 I would be interested in using/ recommending the services of such an institute to improve the quality of my organisation/ team to sell ethically and display values based leadership behaviour

100 4.07 .795 .079



Interpretation

Since the mean values of all statements except for statements 6 and 10, are above the

test value of 4 on a scale of 1 to 5 where 1= Strongly Disagree and 5 = Strongly Agree,

we can conclude that there is a strong degree of agreement about the strategic intent of

the institute. Statement 6 has a mean value of 3.97, which tends towards 4 so we can

conclude that respondents agree with this statement that ‘An external, objective

agency like the proposed training institute will help pharmaceutical organizations by

facilitating interventions for change’.

Statement 10 has a mean value of 3.57 which is higher than the midpoint 3 but not

quite 4. This indicates that respondents are not sure whether ‘Pharmaceutical

companies would be interested in availing the services of an institute dedicated to

improving the understanding and application of values-based leadership for their

teams.’

Implication

This implies that the overall concept of the institute and its strategic intent has been

accepted by the respondents. Respondents feel that the concept of the institute is

unique and useful to the pharmaceutical industry. They agree that there is a need to

create forums for CEO’s to debate issues linked to values based leadership. They feel

that the institute will help create awareness of values based leadership and will

improve the confidence of people to resolve ethical dilemmas. Respondents feel that

they will be interested to avail the services of such an institute.

However, unethical practices are so deeply rooted in the industry that respondents do

not believe that pharmaceutical companies will engage the services of such an institute.

This only goes to validate the theory that industry needs values based leadership and

there is a definite role for such an institute.



Inferential statistics

6.2.2.2 Testing of Hypothesis 1: Relationship between the degree of agreement

about uniqueness of the concept of a values-based leadership institute in India

across types of pharmaceutical companies

1 Ho: There is no significant difference between the degree of agreement about

uniqueness of the concept of a values-based leadership institute in India across types of

pharmaceutical companies

1Ha: There is a significant difference between the degree of agreement about

uniqueness of the concept of a values-based leadership institute in India across types of


Table 6.2 Descriptive test results for agreement whether the proposed institute is

a unique concept across types of companies

Descriptives

The proposed Institute for values-based leadership is a unique concept to the pharmaceutical industry in India

N Mean Std. Deviation

Std. Error

95% Confidence Interval for Mean

Minimum Maximum Lower Bound

Upper Bound

MNC 27 4.48 .802 .154 4.16 4.80 2 5

NC 73 4.41 .723 .085 4.24 4.58 2 5

Total 100 4.43 .742 .074 4.28 4.58 2 5



Table 6.3 One-Way ANOVA test results for whether the institute is a unique

concept across types of pharmaceutical companies

ANOVA


Sum of Squares df Mean Square F Sig.

Between Groups .098 1 .098 .177 .675

Within Groups 54.412 98 .555

Total 54.510 99

Since p >0.05 (p=0.675), we do not reject the null hypothesis 1Ho at 95% confidence

interval. Hence there is no significant difference between the degree of agreement

about the uniqueness of the concept of a values-based leadership institute in India and

the type of pharmaceutical company.

Further since the mean values of Multinational companies = 4.48 and national

companies = 4.41, are more than the test value of 4.0, it indicates that both

multinational companies and national companies consider the concept of a values

based leadership institute to be unique.

This implies that both multinational companies and national companies agree that the

concept of the values-based leadership institute in India is unique.




about uniqueness of the concept of a values-based leadership institute in India across levels of management

2 Ho: There is no significant difference between the degree of agreement about

uniqueness of the concept of a values-based leadership institute in India across levels

of management.

2 Ha: There is a significant difference between the degree of agreement about

uniqueness of the concept of a values-based leadership institute in India across levels

of management.

Table 6.4 Descriptive test results for agreement whether the proposed institute is

a unique concept across levels of management

Descriptives



Std. Error



Upper Bound

Top management

38 4.34 .669 .109 4.12 4.56 3 5

Senior management

45 4.47 .786 .117 4.23 4.70 2 5

Middle management

17 4.53 .800 .194 4.12 4.94 2 5

Total 100 4.43 .742 .074 4.28 4.58 2 5



Table 6.5 One-Way ANOVA test results for whether the institute is a unique

concept across levels of management

ANOVA



Between Groups .522 2 .261 .469 .627


Total 54.510 99

Since the p value > 0.05 (p=0.627), we do not reject the null hypothesis 2 Ho at 95%

confidence interval.

Hence there is no significant difference between the degree of agreement about the

uniqueness of the concept of a values-based leadership institute in India and the level

of management.

Further, since the mean values of top management = 4.34, senior management = 4.47

and middle management = 4.53, are greater than the test value of 4.0, it indicates that

all three levels of management consider the concept of a values-based leadership

institute to be unique.

This implies that top, senior and middle management levels consider the concept of a

values based leadership institute to be unique.




about usefulness of the proposed values-based leadership institute across types of pharmaceutical companies

3 Ho: There is no significant difference between the degree of agreement about the

usefulness of the proposed values-based leadership institute across types of


3 Ha: There is a significant difference between the degree of agreement about the

usefulness of the proposed values-based leadership institute across types of


Table 6.6 Descriptive test results for agreement whether the proposed institute will be useful across types of pharmaceutical companies

Descriptives

The proposed Institute for values-based leadership will be useful to the pharmaceutical industry in India


Std. Error



Upper Bound

MNC 27 4.15 .818 .157 3.82 4.47 2 5

NC 73 4.23 .755 .088 4.06 4.41 1 5

Total 100 4.21 .769 .077 4.06 4.36 1 5



Table 6.7 One-way ANOVA test results for agreement whether the proposed

institute will be useful across types of pharmaceutical companies

ANOVA



Between Groups .141 1 .141 .237 .627


Total 58.590 99


confidence interval. Hence there is no significant difference between the degree of

agreement about the usefulness of the proposed values-based leadership institute and

the type of pharmaceutical company.



multinational companies and national companies consider the concept of the proposed

values based leadership institute to be useful.

This implies that both multinational companies and national companies agree that the

concept of the proposed values-based leadership institute is useful.




about usefulness of the proposed values-based leadership institute across levels of management

4 Ho: There is no significant difference between the degrees of agreement about the

usefulness of the proposed values-based leadership institute across levels of

management

4 Ha: There is a significant difference between the degrees of agreement about the

usefulness of the proposed values-based leadership institute across levels of

management

Table 6.8 Descriptive test results for agreement whether the proposed institute

will be useful across levels of management

Descriptives



Std. Error



Upper Bound

Top management

38 4.11 .831 .135 3.83 4.38 2 5

Senior management

45 4.22 .795 .118 3.98 4.46 1 5

Middle management

17 4.41 .507 .123 4.15 4.67 4 5

Total 100 4.21 .769 .077 4.06 4.36 1 5



Table 6.9 One-way ANOVA test results for agreement whether the proposed

institute will be useful across levels of management

ANOVA



Between Groups 1.116 2 .558 .941 .394


Total 58.590 99

Since the p value > 0.05 (p=0.394), we do not reject the null hypothesis 4 Ho at 95 %


agreement about the usefulness of the proposed values-based leadership institute and

the levels of management.

Further, since the mean values of Top management = 4.11, Senior management = 4.22

and Middle management = 4.41 are greater than the test value of 4.0, it indicates that

all three levels of management agree that the concept of the proposed values-based

leadership institute to be useful.

This implies that top, senior and middle management levels consider the concept of a

values based leadership institute to be useful.



6.2.2.6 Testing of Hypothesis 5: Relationship between the degree of agreement on

the need to re-skill sales and marketing teams to sell ethically across types of pharmaceutical companies

5 Ho: There is no significant difference between the degree of agreement on the need

to re-skill sales and marketing teams to sell ethically across types of pharmaceutical

companies.

5 Ha: There is a significant difference between the degree of agreement on the need to

re-skill sales and marketing teams to sell ethically across types of pharmaceutical

companies.

Table 6.10 Descriptive test results for whether it is important to train and re-skill pharmaceutical sales and marketing teams, across types of pharmaceutical

companies

Descriptives

It is important to train and re-skill pharmaceutical sales and marketing teams to market drugs based on principles of marketing and science so that their confidence to sell ethically is increased


Std. Error


Minimum Maximum

Lower Bound

Upper Bound

MNC 27 4.67 .480 .092 4.48 4.86 4 5

NC 73 4.52 .603 .071 4.38 4.66 3 5

Total 100 4.56 .574 .057 4.45 4.67 3 5



Table 6.11 One-way ANOVA test results for whether it is important to train and

re-skill pharmaceutical sales and marketing teams, across types of pharmaceutical companies

ANOVA



Between Groups .421 1 .421 1.280 .261


Total 32.640 99



agreement on the need to re-skill sales and marketing teams to sell ethically and the

type of pharmaceutical company.



multinational companies and national companies strongly agree that there is a need to

re-skill sales and marketing teams to sell ethically.

This implies that both multinational companies and national companies agree that there

is a need to re-skill sales and marketing teams to sell ethically.




the need to re-skill sales and marketing teams to sell ethically across levels of management


to re-skill sales and marketing teams to sell ethically across levels of management.


re-skill sales and marketing teams to sell ethically across levels of management.

Table 6.12 Descriptive test results for whether it is important to train and re-skill

pharmaceutical sales and marketing teams, across levels of management

Descriptives



Std. Error


Minimum Maximum

Lower Bound

Upper Bound

Top management

38 4.47 .557 .090 4.29 4.66 3 5

Senior management

45 4.60 .618 .092 4.41 4.79 3 5

Middle management

17 4.65 .493 .119 4.39 4.90 4 5

Total 100 4.56 .574 .057 4.45 4.67 3 5



Table 6.13 One-way ANOVA test results for whether it is important to train and

re-skill pharmaceutical sales and marketing teams, across levels of management

ANOVA



Between Groups .484 2 .242 .730 .485


Total 32.640 99



agreement on the need to re-skill sales and marketing teams to sell ethically and the

levels of management.


and middle management = 4.65 are greater than the test value of 4.0, it indicates that

all three levels of management strongly agree that there is a need to re-skill sales and

marketing teams to sell ethically.

This implies that top, senior and middle management levels strongly agree that there is

a need to re-skill sales and marketing teams to sell ethically.




the need to create CEO forums to debate approaches to address the challenges of values-based leadership in the pharmaceutical industry across types of



to create CEO forums to debate approaches to address the challenges of values-based

leadership in the pharmaceutical industry across types of pharmaceutical companies


create CEO forums to debate approaches to address the challenges of values-based

leadership in the pharmaceutical industry across types of pharmaceutical companies

Table 6.14 Descriptive test results for whether it is important to create forums for

CEO’s, leaders and policy makers, across types of pharmaceutical companies

Descriptives

It is important to create forums for CEO’s, leaders and policy makers to debate approaches to address the challenges to values based leadership in the pharmaceutical industry


Std. Error


Minimum Maximum

Lower Bound

Upper Bound

MNC 27 4.37 .884 .170 4.02 4.72 2 5

NC 73 4.49 .580 .068 4.36 4.63 3 5

Total 100 4.46 .673 .067 4.33 4.59 2 5



Table 6.15 One-way ANOVA test results for whether it is important to create

forums for CEO’s, leaders and policy makers, across types of pharmaceutical companies

ANOVA



Between Groups .297 1 .297 .654 .421


Total 44.840 99



agreement about the need to create CEO forums to debate approaches to address the

challenges of values-based leadership in the pharmaceutical industry and the type of

pharmaceutical company.



multinational companies and national companies strongly agree that there is a need to

create CEO forums to debate approaches to address the challenges of values-based

leadership in the pharmaceutical industry.

This implies that both multinational companies and national companies agree that there

is a need to create CEO forums to debate approaches to address the challenges of

values-based leadership in the pharmaceutical industry.




about the need to create CEO forums to debate approaches to address the challenges of values-based leadership in the pharmaceutical industry across levels

of management


need to create CEO forums to debate approaches to address the challenges of values-

based leadership in the pharmaceutical industry across levels of management

8 Ha: There is a significant difference between the degree of agreement about the need

to create CEO forums to debate approaches to address the challenges of values-based

leadership in the pharmaceutical industry across levels of management

Table 6.16 Descriptive test results for whether it is important to create forums for

CEO’s, leaders and policy makers, across levels of management

Descriptives



Std. Error


Minimum Maximum

Lower Bound

Upper Bound

Top management

38 4.45 .645 .105 4.24 4.66 3 5

Senior management

45 4.49 .695 .104 4.28 4.70 2 5

Middle management

17 4.41 .712 .173 4.05 4.78 3 5

Total 100 4.46 .673 .067 4.33 4.59 2 5



Table 6.17 One-way ANOVA test results for whether it is important to create

forums for CEO’s, leaders and policy makers, across levels of management

ANOVA



Between Groups .083 2 .042 .090 .914


Total 44.840 99


confidence interval. Hence there is no significant difference between degree of

agreement about the need to create CEO forums to debate approaches to address the

challenges of values-based leadership in the pharmaceutical industry and the level of

management.


and middle management = 4.41 are greater than the test value of 4.0, it indicates that

all three levels of management strongly agree that there is a need to create CEO forums

to debate approaches to address the challenges of values-based leadership in the

pharmaceutical industry.

This implies that top, senior and middle management levels strongly agree that there is

a need to create CEO forums to debate approaches to address the challenges of values-

based leadership in the pharmaceutical industry.




about the pharmaceutical industry’s interest in availing the services of such an institute across types of pharmaceutical companies


pharmaceutical industry’s interest in availing the services of an institute dedicated to

improving the understanding and application of values-based leadership across types of




improving the understanding and application of values-based leadership across types of


Table 6.18 Descriptive test results for whether Pharmaceutical companies would be interested in availing the services of an institute on values based leadership

across types of pharmaceutical companies

Descriptives

Pharmaceutical companies would be interested in availing the services of an institute dedicated to improving the understanding and application of values-based leadership for their teams.


Std. Error


Minimum Maximum

Lower Bound

Upper Bound

MNC 27 3.33 .784 .151 3.02 3.64 1 5

NC 73 3.66 .711 .083 3.49 3.82 1 5

Total 100 3.57 .742 .074 3.42 3.72 1 5



Table 6.19 One-way ANOVA test results for whether Pharmaceutical companies

would be interested in availing the services of an institute on values based leadership across types of pharmaceutical companies

ANOVA



Between Groups 2.072 1 2.072 3.872 .052


Total 54.510 99

Since the p value <0.05 (p=0.052), we reject the null hypothesis 9 Ho at 95%

confidence interval. Hence there is a significant difference between the degree of

agreement about the pharmaceutical industry’s interest in availing the services of an

institute dedicated to improving the understanding and application of values-based

leadership and the type of pharmaceutical company.

Further since the mean value of Multinational companies = 3.33 and national

companies = 3.66 is lower than the test value of 4.0, it indicates that multinational and

national companies do not agree that the pharmaceutical industry will be interested in

availing the services of an institute dedicated to improving the understanding and

application of values-based leadership.

This implies that both multinational and national companies definitely do not agree that

the pharmaceutical industry will be interested in availing the services of an institute

dedicated to improving the understanding and application of values-based leadership.




about the pharmaceutical industry’s interest in availing the services of such an institute across levels of management



improving the understanding and application of values-based leadership across levels

of management.



improving the understanding and application of values-based leadership across levels

of management.

Table 6.20 Descriptive test results for whether Pharmaceutical companies would be interested in availing the services of an institute on values based leadership

across levels of management

Descriptives



Std. Error


Minimum Maximum

Lower Bound

Upper Bound

Top management

38 3.45 .828 .134 3.18 3.72 1 5

Senior management

45 3.60 .720 .107 3.38 3.82 2 5

Middle management

17 3.76 .562 .136 3.48 4.05 3 5

Total 100 3.57 .742 .074 3.42 3.72 1 5




would be interested in availing the services of an institute on values based leadership across levels of management

ANOVA



Between Groups 1.256 2 .628 1.144 .323


Total 54.510 99


confidence interval. Hence there is no significant difference between degree of

agreement about the pharmaceutical industry’s interest in availing the services of an

institute dedicated to improving the understanding and application of values-based

leadership and the level of management.


and middle management = 3.76, are lower than the test value of 4.0 , it indicates that

top management does not agree that the pharmaceutical industry will be interested in

availing the services of an institute dedicated to improving the understanding and

application of values-based leadership.

This implies that top, senior and middle management levels definitely do not agree that

the pharmaceutical industry will be interested in availing the services of an institute

dedicated to improving the understanding and application of values-based leadership.




about the respondents’ willingness in using/recommending the services of such an institute for their organization across types of pharmaceutical companies


respondents’ willingness in using/recommending the services of such an institute for

their organization across types of pharmaceutical companies.

11 Ha: There is a significant difference between the degree of agreement on the


their organization across types of pharmaceutical companies.

Table 6.22 Descriptive test results for whether Pharmaceutical companies would be interested in using/ recommending the services of such an institute across types

of companies.

Descriptives

Respondent would be interested in using/ recommending the services of such an institute to improve the quality of my organisation/ team to sell ethically and display values based leadership behaviour


Std. Error


Minimum Maximum

Lower Bound

Upper Bound

MNC 27 4.04 .706 .136 3.76 4.32 3 5

NC 73 4.08 .829 .097 3.89 4.28 1 5

Total 100 4.07 .795 .079 3.91 4.23 1 5




would be interested in using/ recommending the services of such an institute across types of companies.

ANOVA

Respondent would be interested in using/ recommending the services of such an institute to improve the quality of my organisation/ team to sell ethically and display values based leadership behaviour


Between Groups .040 1 .040 .063 .802


Total 62.510 99



agreement about the respondents’ willingness in using/recommending the services of

such an institute for their organization and the type of pharmaceutical company.


companies = 4.08, are more than the test value of 4.0, it indicates that respondents in

both multinational companies and national companies are willing to use /recommend

the services of such an institute for their organization.

This implies that both multinational companies and national companies agree that

respondents in both multinational companies and national companies are willing to use

/recommend the services of such an institute for their organization.




about the respondents’ willingness in using/recommending the services of such an institute for their organization across levels of management.



their organization across levels of management.



their organization across levels of management.

Table 6.24 Descriptive test results for whether Pharmaceutical companies would be interested in using/ recommending the services of such an institute across levels

of management

Descriptives

Respondents would be interested in using/ recommending the services of such an institute to improve the quality of my organisation/ team to sell ethically and display values based leadership

behaviour


Std. Error


Minimum Maximum

Lower Bound

Upper Bound

Top management

38 3.95 .804 .130 3.68 4.21 2 5

Senior management

45 4.04 .824 .123 3.80 4.29 1 5

Middle management

17 4.41 .618 .150 4.09 4.73 3 5

Total 100 4.07 .795 .079 3.91 4.23 1 5




would be interested in using/ recommending the services of such an institute across levels of management

ANOVA

Respondents would be interested in using/ recommending the services of such an institute to improve the quality of my organisation/ team to sell ethically and display values based leadership

behaviour


Between Groups 2.587 2 1.293 2.093 .129


Total 62.510 99


confidence interval. Hence there is no significant difference between the degrees of

agreement about the respondents’ willingness in use/recommend the services of such

an institute for their organization and the level of management.

Further, since the mean values of senior management = 4.04 and middle management =

4.41 are higher than the test value of 4.0, it indicates that all senior and middle levels of

management levels of management are willing to use /recommend the services of such

an institute for their organization to improve the quality of the organisation/team to sell

ethically and display values based leadership behaviour. The mean value of top

management = 3.95 is tending towards 4.0, hence it indicates that Top management is

also willing to use /recommend the services of such an institute for their organization

to improve the quality of the organisation/team to sell ethically and display values

based leadership behaviour.

This implies that top, senior and middle management levels are willing to use and / or

recommend the services of such an institute for their organization.



6.2.3.0 Conclusion of Validating The Concept And Strategic Intent Of A

Leadership Institute To Promote Values Based Leadership In Pharmaceuticals

In this Chapter 6, the Strategic Intent for an institute to promote values based

leadership in pharmaceuticals was created based on the research findings of Part 1- The

Survey and Part 2- Qualitative In-depth interviews. The Strategic Intent statement is

“Revive values based leadership in the pharmaceutical industry by launching a

leadership development training institute which will equip, empower and enable

individuals and organizations to display values based leadership.” Based on the

Strategic Intent, a concept note was created.

The validation of the strategic intent of the institute to promote values based leadership

in the pharmaceutical industry shows that the concept of the institute was widely

accepted as being unique, useful and would create an awareness of values based

leadership while promoting the need for corporate integrity. Respondents also

indicated that they are willing to use / recommend the services of such an institute for

their organization, in order to improve the quality of the organisation/ team to sell

ethically and display values based leadership behaviour.

However, unethical practices are so deeply rooted in the industry that respondents do

not believe that pharmaceutical companies will engage the services of such an institute.

This only goes to validate the theory that industry needs values based leadership and

there is a definite role for such an institute.

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