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An excerpt from the article "Is There Still a Pharmacy Leadership Crisis? A Seven-Year Follow-Up Assessment" Sara J. White and Sharon Murphy Enright in the 2013 issue is presented.

The article describes the concept of leadership courage using mind mapping tools. It states that the leadership courage develops patient centered pharmacy services and defines the leadership courage as a conscious decision in order to become a courageous leader. An overview about the personal leadership vision is presented and includes several ways to increase courage. It states to maximize the relationships by sincerely caring for people, building political capital and tracking the activities.

The article focuses on the use of mind map for pharmacy leader to effectively support transformational practice change. It states that Pharmacy sea change has more recent roots in the American Society of Health-System Pharmacy (ASHP) sponsored pharmacy practice model initiative (PPMI). It provides methods of transformative learning to support transformational change. The Pharmacy Leadership Academy (PLA) sponsored by the ASHP is a unique online learning opportunity for leaders.

The article dicusses the mind mappin a technique for the pharmaceutical department issues and organizational change. It states that the mind mapping can manage the deas, and can facilitate problem solving, writing and decision making. It says that the mind mapping helps the organization during the operational changes or transactions. It adds that the mind mapping helps the pharmacy directors in several aspects which includes strategic planning, project management, and systems analysis.

The article presents information on how one can become a successful pharmacy supervisor. It mentions about the role of a supervisor in an organization and states supervision as the first level of management in the organization. It discusses several characteristics of successful supervisors including ability to set a good example, desire for the position and professional focus. It also discusses about the time management skills in the supervisors.

The author reflects on the issues faced by hospital pharmacists, particularly the increasing vacancy rate in pharmacy leadership positions and their role in the success of hospitals in the U.S. He refers the issue to the findings of a study conducted for the American Society of Health System Pharmacists (ASHP). Moreover, the author concluded that pharmacy directors should strive to perform and be perceived as middle managers who help health care organizations attain their strategic goals.

The article presents the author's views regarding leadership in hospital pharmacy. He considers leadership to be an important aspect of success in the future of pharmacy. The coming decade would witness the retirement of current leaders of the area thus creating a demand of about 5000 new directors and managers of pharmacy. The author is of the view that every pharmacist is a leader.

Purpose. Health-system pharmacy directors, managers, practitioners, students, and employers were surveyed to assess the situation of current and future leaders in pharmacy and generate recommendations for preventing shortages. Methods. Online surveys were sent to pharmacy directors, pharmacy middle managers, current pharmacy practitioners, pharmacy students, and employers recruiting for management positions using ASHP’s membership and CareerPharm databases. Directors, managers, and practitioners were asked about their job satisfaction and future plans. The trends in demographics and attitudes toward the balance between family and work were assessed among directors, managers, practitioners, and students. Employers were asked about their perceived ease of filling managerial positions. Results. While most pharmacy directors and middle managers were satisfied with their current positions, 80% of directors and 77% of middle managers anticipated leaving their jobs in the next decade. Men comprised 72% of directors, 50% of middle managers, 62% of practitioners, and 21% of pharmacy students. The majority of pharmacy students and practitioners reported being married to a working spouse and having children and expressed a desire to balance their personal life with their career. The top reasons cited by students and practitioners for not seeking leadership positions were having to give up clinical practice and competing responsibilities. More than half of employers felt it was more difficult to recruit managers now than it was three years ago. Conclusion. A significant gap in pharmacy leadership in the next 5–10 years is expected, as well as a shift in work force composition and attitude. Mentoring and residencies are important methods of fostering new leaders in the profession. [ABSTRACT FROM AUTHOR]

The article discusses the benefits that pharmacists can obtain from staying enthusiastic about their jobs, cultivating their enthusiasm and finding new ways to be of use to their employers and grow personally and professionally. Strategies, including minimizing worry, choosing friends wisely and choosing to be happy, that pharmacists can use to maintain a positive, enthusiastic attitude, are discussed.

The article focuses on promoting pharmacy brand by pharmacists. It is stated that the pharmaceutical organizations should decide the value of its brand based on quality and service that would make it unique. It is suggested that pharmacists should assess their brand, make the necessary changes and market it to the relevant audiences.

The article discusses the role of pharmacists in the U.S. It notes that pharmacist must not only be a staff or a clinical practitioner but also a leader. Moreover, pharmacist being a leader means ensuring appropriate therapy for patients, accuracy of dose preparation management skills, healthy fear of mistakes, make innovations and focus on people. In addition, pharmacist should take responsibility and pursue a vision, engage and inspire people and invest in the future by giving back.

The article reports on the significance for pharmacists to establish their professional practice vision (PPV). It considers PPV as the professional mission, passion and sense of purpose that helps maximise the potential and it serves to mobilize the energy and provide direction to ensure that a pharmacist is challenged and engaged at work. Moreover, it suggests identifying the practice vision and developing a strategy to achieve the vision, and maintaining the vision momentum.

The article offers practical advice to help pharmacists become more effective in their professional and personal lives. It states that the practice of yoga and martial arts is an excellent method for enhancing emotional control, physical and mental development. Moreover, it is noted that it is important for the pharmacist to take habit to attend local, state and national meeting because they feel energized after attending it.

The article offers suggestions on how pharmacists can improve their working relationship with colleagues. According to the author, good working relationship is important in the establishment of an effective career in pharmacy. Moreover, the author cites the three main components of an effective self-management, which include self-awareness, self-regulation and empathy for co-workers.

The article offers author's advice on career renewal. The author relates that one way to renew one's career is assessing one's job responsibilities, strengths, and weaknesses. The author added that one must determine where she or he is heading inorder to become successful in the chosen career. Lastly, the author suggests to develop an action plan with specific steps and timeline for achieving ideal position and involvements.

The article focuses on the importance of creating an effective working relationship in the pharmacy services sector in the U.S. Skills that should be developed include the capacity to build a trusting and mutually significant association with coworkers by knowing them on a personal level. It is also essential to be optimistic and lively at work, thus, attracting a nice mood of attitude.

The article presents techniques that can help professionals, particularly pharmacist, work efficiently by organizing and handling time wisely. Those techniques include planning for productive time, avoidance of time-wasting behavior, prioritizing of goals, and managing of electronic mails and clutter. It is also suggested that professionals should understand their responsibilities and determine the worth of their time to their organization.

The article offers advice for pharmacists on how to build and maintain a professional network. It suggests that pharmacists should build a professional network as early in their career as possible. Pharmacists are advised to attend as many local, state, and national professional meetings as possible, and use the meetings as opportunities to meet new colleagues.

The article discusses tips on the integration of one's personal life and career. To achieve the balance between the two, one is required to be candid about priorities and to optimize one's life choices. Frustrations and expectations need to be examined to feel satisfied with life. Integration of personal and professional lives should be seen as a process.

The article focuses on some elements that exemplify strong pharmacy department leadership. Strong leadership enables pharmacy staff to use their drug expertise to prevent harm to patients. The emphasis of management is on tasks and safely executing them consistently while leadership needs the courage to embark into the unknown and the ability to instill that courage to others. It provides tips on being responsible and accountable.

An introduction is presented in which the editor discusses various reports within the issue on topics including health care reform, pharmaceutical guidelines and leadership among pharmacists.

In this article, the author focuses on need for pharmacists to be effective leaders. Topics discussed include need for pharmacists to ensure the right medication in order to prevent patients from any harm, focusing on innovations like personalized medication, nanotechnology and knowledge of the human genome; and need for willingness to innovate and experiment.

The article focuses on dealing with imposter syndrome in new practitioner pharmacists. Topics discussed include, an overview of impostor syndrome, approach suggested by Valerie Young, an expert on impostor syndrome and author of "The Secret Thoughts of Successful Women: Why Capable People Suffer from Impostor Syndrome and How to Thrive in Spite of It," to dealing with impostor syndrome, and considerations for new practitioners.

The article offers suggestions related to managing transitions in life. It describes the difference between change, which is external, and transitions, that are the psychological processes people go through to adjust with a new situation. It stresses that one can manage a transition by understanding the need to have a formal ending, to endure the neutral zone, and then to have a new beginning.

The article offers suggestions on how to find and succeed as a mentor among the pharmacists in the U.S. A mentor offers a positive career role model, professional growth opportunities, advice, career challenges, access to learning resources, and encouragement. It is suggested that pharmacist must have a sincere willingness to learn continuously and grow professionally to have a successful mentor relationship. Every pharmacist is expected to be a mentor or career coach to succeed.

Offers advice to pharmacists on how to determine if they are a manager or a leader. Differences between a manager and a leader; Functions of pharmacists serving in formal administrative positions; Role of a health-system pharmacy administrator.

The authors comment on women in pharmacy leadership. Topics discussed include percentage of women that make up all entry-level healthcare employees, according to a 2019 Women in the Workplace report, impact of the Covid-19 pandemic on women, and recommendations focused on Black, Indigenous, and Persons of Color (BIPOC) women in pharmacy.

Purpose. Results of a quantitative assessment of emotional intelligence in a sample of pharmacists affiliated with the ASHP Research and Education Foundation's Pharmacy Leadership Academy (PLA) are presented. Methods. A demographic questionnaire and a validated instrument for assessing emotional intelligence, the Emotional Quotient Inventory, version 2.0 (EQ-i 2.0), were administered to a group of practicing pharmacists who graduated from the PLA during the period 2008-12 (n = 82) and a control group of pharmacists who were accepted into the PLA in 2013 but had not begun leadership training (n = 40). The dependent variables were the mean total EQ-i 2.0 score and mean scores on five EQ-i 2.0 composite scales. The independent variables were PLA affiliation status (graduate versus matriculant) and demographic variables. Descriptive and inferential statistics were used to calculate between-group differences in EQ-i 2.0 scores. The relationship of demographic variables to EQ-i 2.0 scores was analyzed via multiple linear regression. Results. Among the 122 pharmacists who completed both assessments, the overall mean total EQ-i 2.0 score was 101.11, which indicated an average level of emotional intelligence. There were significant differences between the PLA graduate group and the control group in total EQ-i 2.0 scores and in EQ-i 2.0 scores for self-expression, decision-making, interpersonal skills, and other aspects of emotional intelligence. The evaluated demographic factors were not found to be significant predictors of EQ-i 2.0 scores. Conclusion. The study results indicated an average level of emotional intelligence among all PLA affiliates but revealed significant differences in mean total EQ-i 2.0 scores and EQ-i 2.0 composite scale scores favoring PLA graduates. [ABSTRACT FROM AUTHOR]

The article discusses the editorial policies of the periodical which focuses on providing patient-centered hospital health services through pharmacy leaders. Topics discussed regarding fulfilling of goals by hospital pharmacists includes well-trained hospital pharmacist inclusion, realistic payment promotion to hospital pharmacists to attract and retain career personnel services and hospital pharmacy resource utilization to improve whole profession.

The article focuses on the issue of helping pharmacy managers build better health care teams. They need to create a trusting professional environment with their employees through effective communication for better patient care. The authors have listed various methods for creating, growing and nurturing trust to enhance teamwork.

The article presents the 2020 annual Pharmacy Forecast, published by the ASHP Research and Education Foundation. Topics covered include the challenges facing health-system pharmacy leaders, the importance of strategic planning to deal with the unexpected and unpredictable events known as black swans, and the ability of states to make progress in healthcare reform.

Abstract: Recent analysis of a novel strain of transgenic zebrafish (gutGFP) has provided a detailed description of the early morphological events that occur during the development of the liver and pancreas. In this paper, we aim to complement these studies by providing an analysis of the morphological events that shape the zebrafish intestinal epithelium. One of our goals is to provide a framework for the future characterization of zebrafish mutant phenotypes in which intestinal epithelial morphogenesis has been disrupted. Our analysis encompasses the period between 26 and 126 h post-fertilization (hpf) and follows the growth, lumen formation and differentiation of a continuous layer of endoderm into a functional intestinal epithelium with three morphologically distinct segments: the intestinal bulb, mid-intestine and posterior intestine. Between 26 hpf and 76 hpf, the entire intestinal endoderm is a highly proliferative organ. To make a lumen, the zebrafish endoderm cells undergo apical membrane biogenesis, adopt a bilayer configuration and form small cavities that coalesce without cell death. Thereafter, the endoderm cells polarize and differentiate into distinct cell lineages. Enteroendocrine cells are distinguished first at 52 hpf in the caudal region of the intestine in a new stable transgenic line, Tg[nkx2.2a:mEGFP]. The differentiation of mucin-containing goblet cells is first evident at 100 hpf and is tightly restricted to a middle segment of the intestine, designated the mid-intestine, that is also demarcated by the presence of enterocytes with large supranuclear vacuoles. Meanwhile, striking expansion of the lumen in the rostral intestine forms the intestinal bulb. Here the epithelium elaborates folds and proliferating cells become progressively restricted to a basal compartment analogous to the crypts of Lieberkühn in mammals. At 126 hpf, the posterior intestine remains an unfolded monolayer of simple columnar epithelium. [Copyright &y& Elsevier]