CHAPTER 6 PART 3 - LEADERSHIP INSTITUTE – STRATEGIC INTENT...
Transcript of CHAPTER 6 PART 3 - LEADERSHIP INSTITUTE – STRATEGIC INTENT...
Strategy To Launch Institute For Values-Based Leadership Development
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CHAPTER 6
PART 3 - LEADERSHIP INSTITUTE –
STRATEGIC INTENT AND VALIDATION
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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.
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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
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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
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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:
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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.
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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.
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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.
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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.
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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:
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! 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.
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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.
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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.
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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
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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
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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.
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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%.
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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
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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.
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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
pharmaceutical companies
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
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Table 6.3 One-Way ANOVA test results for whether the institute is a unique
concept across types of pharmaceutical companies
ANOVA
The proposed Institute for values-based leadership is a unique concept to the pharmaceutical industry in India
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.
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6.2.2.3 Testing of Hypothesis 2: Relationship between the degree of agreement
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
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
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
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Table 6.5 One-Way ANOVA test results for whether the institute is a unique
concept across levels of management
ANOVA
The proposed Institute for values-based leadership is a unique concept to the pharmaceutical industry in India
Sum of Squares df Mean Square F Sig.
Between Groups .522 2 .261 .469 .627
Within Groups 53.988 97 .557
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.
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6.2.2.4 Testing of Hypothesis 3: Relationship between the degree of agreement
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
pharmaceutical companies
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
pharmaceutical companies
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
N Mean Std. Deviation
Std. Error
95% Confidence Interval for Mean
Minimum Maximum Lower Bound
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
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Table 6.7 One-way ANOVA test results for agreement whether the proposed
institute will be useful across types of pharmaceutical companies
ANOVA
The proposed Institute for values-based leadership will be useful to the pharmaceutical industry in India
Sum of Squares df Mean Square F Sig.
Between Groups .141 1 .141 .237 .627
Within Groups 58.449 98 .596
Total 58.590 99
Since the p value > 0.05 (p=0.627), we do not reject the null hypothesis 3 Ho at 95%
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.
Further since the mean values of Multinational companies = 4.15 and national
companies = 4.23, are more than the test value of 4.0, it indicates that both
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.
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6.2.2.5 Testing of Hypothesis 4: Relationship between the degree of agreement
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
The proposed Institute for values-based leadership will be useful to the pharmaceutical industry in India
N Mean Std. Deviation
Std. Error
95% Confidence Interval for Mean
Minimum Maximum Lower Bound
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
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Table 6.9 One-way ANOVA test results for agreement whether the proposed
institute will be useful across levels of management
ANOVA
The proposed Institute for values-based leadership will be useful to the pharmaceutical industry in India
Sum of Squares df Mean Square F Sig.
Between Groups 1.116 2 .558 .941 .394
Within Groups 57.474 97 .593
Total 58.590 99
Since the p value > 0.05 (p=0.394), we do not reject the null hypothesis 4 Ho at 95 %
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 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.
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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
N Mean Std. Deviation
Std. Error
95% Confidence Interval for Mean
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
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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
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
Sum of Squares df Mean Square F Sig.
Between Groups .421 1 .421 1.280 .261
Within Groups 32.219 98 .329
Total 32.640 99
Since the p value > 0.05 (p=0.261), we do not reject the null hypothesis 5 Ho at 95%
confidence interval. Hence there is no significant difference between the degree of
agreement on the need to re-skill sales and marketing teams to sell ethically and the
type of pharmaceutical company.
Further since the mean values of Multinational companies = 4.67 and national
companies = 4.52, are more than the test value of 4.0, it indicates that both
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.
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6.2.2.7 Testing of Hypothesis 6: Relationship between the degree of agreement on
the need to re-skill sales and marketing teams to sell ethically across levels of management
6 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 levels of management.
6 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 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
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
N Mean Std. Deviation
Std. Error
95% Confidence Interval for Mean
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
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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
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
Sum of Squares df Mean Square F Sig.
Between Groups .484 2 .242 .730 .485
Within Groups 32.156 97 .332
Total 32.640 99
Since the p value > 0.05 (p=0.485), we do not reject the null hypothesis 6 Ho at 95%
confidence interval. Hence there is no significant difference between the degree of
agreement on the need to re-skill sales and marketing teams to sell ethically and the
levels of management.
Further, since the mean values of top management = 4.77, senior management = 4.60
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.
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6.2.2.8 Testing of Hypothesis 7: Relationship between the degree of agreement on
the need to create CEO forums to debate approaches to address the challenges of values-based leadership in the pharmaceutical industry across types of
pharmaceutical companies
7 Ho: There is no significant difference between the degree of agreement on the need
to create CEO forums to debate approaches to address the challenges of values-based
leadership in the pharmaceutical industry across types of pharmaceutical companies
7 Ha: There is a significant difference between the degree of agreement on the need to
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
N Mean Std. Deviation
Std. Error
95% Confidence Interval for Mean
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
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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
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
Sum of Squares df Mean Square F Sig.
Between Groups .297 1 .297 .654 .421
Within Groups 44.543 98 .455
Total 44.840 99
Since the p value > 0.05 (p=0.421), we do not reject the null hypothesis 7 Ho at 95%
confidence interval. Hence there is no 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 and the type of
pharmaceutical company.
Further since the mean values of Multinational companies = 4.37 and national
companies = 4.49, are more than the test value of 4.0, it indicates that both
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.
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6.2.2.9 Testing of Hypothesis 8: Relationship 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
8 Ho: There is no 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
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
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
N Mean Std. Deviation
Std. Error
95% Confidence Interval for Mean
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
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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
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
Sum of Squares df Mean Square F Sig.
Between Groups .083 2 .042 .090 .914
Within Groups 44.757 97 .461
Total 44.840 99
Since the p value > 0.05 (p=0.914), we do not reject the null hypothesis 8 Ho at 95%
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.
Further, since the mean values of top management = 4.45, senior management = 4.49
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.
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6.2.2.10 Testing of Hypothesis 9: Relationship between the degree of agreement
about the pharmaceutical industry’s interest in availing the services of such an institute across types of pharmaceutical companies
9 Ho: There is no 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 across types of
pharmaceutical companies
9 Ha: 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 across types of
pharmaceutical companies
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.
N Mean Std. Deviation
Std. Error
95% Confidence Interval for Mean
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
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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
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.
Sum of Squares df Mean Square F Sig.
Between Groups 2.072 1 2.072 3.872 .052
Within Groups 52.438 98 .535
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.
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6.2.2.11 Testing of Hypothesis 10: Relationship between the degree of agreement
about the pharmaceutical industry’s interest in availing the services of such an institute across levels of management
10 Ho: There is no 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 across levels
of management.
10 Ha: 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 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
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.
N Mean Std. Deviation
Std. Error
95% Confidence Interval for Mean
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
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Table 6.21 One-way ANOVA test results for whether Pharmaceutical companies
would be interested in availing the services of an institute on values based leadership across levels of management
ANOVA
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.
Sum of Squares df Mean Square F Sig.
Between Groups 1.256 2 .628 1.144 .323
Within Groups 53.254 97 .549
Total 54.510 99
Since the p value > 0.05 (p=0.323), we do not reject the null hypothesis 10 Ho at 95%
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.
Further, since the mean values of top management = 3.45, senior management = 3.60
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.
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6.2.2.12 Testing of Hypothesis 11: Relationship between the degree of agreement
about the respondents’ willingness in using/recommending the services of such an institute for their organization across types of pharmaceutical companies
11 Ho: There is no significant difference between the degree of agreement about the
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
respondents’ willingness in using/recommending the services of such an institute for
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
N Mean Std. Deviation
Std. Error
95% Confidence Interval for Mean
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
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Table 6.23 One-way ANOVA test results for whether Pharmaceutical companies
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
Sum of Squares df Mean Square F Sig.
Between Groups .040 1 .040 .063 .802
Within Groups 62.470 98 .637
Total 62.510 99
Since the p value > 0.05 (p=0.802), we do not reject the null hypothesis 11 Ho at 95%
confidence interval. Hence there is no significant difference between the degree of
agreement about the respondents’ willingness in using/recommending the services of
such an institute for their organization and the type of pharmaceutical company.
Further since the mean values of Multinational companies = 4.04 and national
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.
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6.2.2.13 Testing of Hypothesis 12: Relationship between the degree of agreement
about the respondents’ willingness in using/recommending the services of such an institute for their organization across levels of management.
12 Ho: There is no significant difference between the degree of agreement about the
respondents’ willingness in using/recommending the services of such an institute for
their organization across levels of management.
12 Ha: There is a significant difference between the degree of agreement about the
respondents’ willingness in using/recommending the services of such an institute for
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
N Mean Std. Deviation
Std. Error
95% Confidence Interval for Mean
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
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Table 6.25 One-way ANOVA test results for whether Pharmaceutical companies
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
Sum of Squares df Mean Square F Sig.
Between Groups 2.587 2 1.293 2.093 .129
Within Groups 59.923 97 .618
Total 62.510 99
Since the p value > 0.05 (p=0.129), we do not reject the null hypothesis 12 Ho at 95%
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.
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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.