netrashetty
Netra Shetty
Abbott Laboratories (NYSE: ABT) is a pharmaceuticals health care company. It has 72,000 employees and operates in over 130 countries.[3] The company headquarters are in Abbott Park, North Chicago, Illinois. The company was founded by Chicago physician, Dr. Wallace Calvin Abbott in 1888. In 2008, Abbott had over $29 billion in revenue.
In 1985, the company developed the first HIV blood screening test. The company's drug portfolio includes HUMIRA, a drug for rheumatoid arthritis, psoriatic arthritis, ankylosing spondylitis, Crohn's disease, moderate to severe chronic psoriasis and juvenile idiopathic arthritis; Norvir, a treatment for HIV; Depakote, an anticonvulsant drug; and Synthroid, a synthetic thyroid hormone. Abbott also has a broad range of medical devices, diagnostics and immunoassay products as well as nutritional products, including Ensure, a line of well known meal replacement shakes, and EAS, the largest producer of performance based nutritional supplements.
Abbott's in vitro diagnostics business is a world leader in immunoassays and blood screening. Abbott's broad range of medical tests and diagnostic instrument systems are used worldwide by hospitals, laboratories, blood banks, and physician offices to diagnose and monitor diseases such as HIV, hepatitis, cancer, heart failure and metabolic disorders, as well as assess other important indicators of general health. Abbott Point-of-Care manufactures diagnostic products for blood analysis to provide health care professionals critical diagnostics information accurately and immediately at the point of patient care. Abbott also provides point-of-care cardiac assays to the emergency room.
Abbott Laboratories, a $13-billion health-care manufacturer with 56,000 employee, has achieved double-digit growth in its annual earning per share for 27 years. To sustain that growth in a market that is rapidly changing, Abbott is further developing leadership among its top managers, stressing a capacity to set strategy, mobilize resources, and think long-term.
Abbott's Leadership Development Program (LDP) brings sets of 35 high-performing, high-potential directors and vice presidents together for three separate weeks scattered over nine months. Participants work at broadening their thinking, developing their strategies, and creating change in their operations. They study the leader's role and responsibilities at Abbott, they consider alternative leadership approaches, and they receive feedback on their own leadership style and impact.
Abbott executives, company consultants, and business faculty provide participants with both conceptual and practical models of leadership during the week-long seminars. Participants also "consult" with operating unit presidents on real cases within their businesses.
LDP participants also apply their leadership lessons in community service projects. This special program features stems from management's conviction that leadership increasingly requires a capacity to work across company, country, and cultural boundaries. Abbott leaders must be able to respond effectively to the needs of subordinates, teams, and customers rather than forcing solutions or requiring compliance. The community-service project is thus designed to place company managers in an environment where standard approaches to leadership often will not work, where positional authority carries no weight, and where understanding and adapting to the concerns of sometimes vastly diverse people means everything.
Each year, LDP identifies a community organization for partnering according to three criteria: (1) people differences - how dissimilar is the community group from LDP managers (the greater the difference, the better); (2) community need - can LDP participants address real needs of the community group, and (3) organizational compatibility - does the community group's staff appreciate the program's purpose and can its staff work well with program participants. Among the organizations with which the program has worked are a temporary residence for released convicts, a foster care home for hard-to-place teenagers, and a center for abused women and children.
Once the community organization has been selected, LDP participants initiate three rounds of contact with the organization and its clients. The first event entails volunteer labor and the others social engagement. LDP participants are usually uncomfortable with the experience at first, but they typically come to consider their experience invaluable for their own leadership development. They learn to appreciate differences in others and the need for alternative approaches to leadership. They are also reinforced in their commitment to Abbott's mission of ensuring that its managers serve the communities in which they live and work.
To identify leadership qualities of clinical nutrition managers and associate these leadership qualities with selected demographic variables (eg, training/degree, length of time in management, number of people supervised, income, and participation in advanced practice activities).
DESIGN:
The theory of transformational leadership, that is, leadership that incorporates specific interpersonal behaviors of the leader and his or her actions within the organization, provided the framework for the study. Specific transformational leadership qualities--leader behavior, leader personal characteristics, and the effect of the leader on organizational functioning and culture--were measured using the Leadership Behavior Questionnaire (LBQ). The reliability and validity of the LBQ have been reported previously. Other data were obtained using two demographic surveys.
SAMPLE:
Demographic surveys were mailed to 1,599 members of the Clinical Nutrition Management dietetic practice group. From the 951 (59.8%) respondents, a study sample of 150 clinical nutrition managers and their subordinates was selected to receive the LBQ; 116 (77.3%) instrument sets were used for analysis.
STATISTICAL ANALYSIS:
Descriptive statistics were used to analyze the demographic surveys. A specified mixed linear model repeated measures Statistical Analysis System procedure was used to compare the clinical manager and subordinate LBQ scores. Association of the selected demographic variables with leadership qualities was measured by lambda, a predictive value measure, using the BMDP 4F program.
RESULTS:
Clinical nutrition managers exhibited transformational leadership qualities as rated by the LBQ, rating lowest on the communication leadership score and highest on the respectful leadership score. Most of the clinical nutrition manager self LBQ scores were significantly higher than the clinical nutrition manager LBQ scores rated by subordinates. The selected demographic variables appeared to have the strongest predictive effect for the visionary culture building subscore of the LBQ. The visionary culture building subscore is a measure of how well the leader interacts with and affects the functioning of an organization.
APPLICATIONS/CONCLUSIONS:
More research is needed to define leadership in dietetics: this study can serve as a possible model. One way clinical nutrition managers may be able to enhance their leadership behaviors is to strengthen their skills in communicating their vision. Programs are needed to help clinical nutrition managers shape their organizations to foster leadership development in their subordinates.
In 1985, the company developed the first HIV blood screening test. The company's drug portfolio includes HUMIRA, a drug for rheumatoid arthritis, psoriatic arthritis, ankylosing spondylitis, Crohn's disease, moderate to severe chronic psoriasis and juvenile idiopathic arthritis; Norvir, a treatment for HIV; Depakote, an anticonvulsant drug; and Synthroid, a synthetic thyroid hormone. Abbott also has a broad range of medical devices, diagnostics and immunoassay products as well as nutritional products, including Ensure, a line of well known meal replacement shakes, and EAS, the largest producer of performance based nutritional supplements.
Abbott's in vitro diagnostics business is a world leader in immunoassays and blood screening. Abbott's broad range of medical tests and diagnostic instrument systems are used worldwide by hospitals, laboratories, blood banks, and physician offices to diagnose and monitor diseases such as HIV, hepatitis, cancer, heart failure and metabolic disorders, as well as assess other important indicators of general health. Abbott Point-of-Care manufactures diagnostic products for blood analysis to provide health care professionals critical diagnostics information accurately and immediately at the point of patient care. Abbott also provides point-of-care cardiac assays to the emergency room.
Abbott Laboratories, a $13-billion health-care manufacturer with 56,000 employee, has achieved double-digit growth in its annual earning per share for 27 years. To sustain that growth in a market that is rapidly changing, Abbott is further developing leadership among its top managers, stressing a capacity to set strategy, mobilize resources, and think long-term.
Abbott's Leadership Development Program (LDP) brings sets of 35 high-performing, high-potential directors and vice presidents together for three separate weeks scattered over nine months. Participants work at broadening their thinking, developing their strategies, and creating change in their operations. They study the leader's role and responsibilities at Abbott, they consider alternative leadership approaches, and they receive feedback on their own leadership style and impact.
Abbott executives, company consultants, and business faculty provide participants with both conceptual and practical models of leadership during the week-long seminars. Participants also "consult" with operating unit presidents on real cases within their businesses.
LDP participants also apply their leadership lessons in community service projects. This special program features stems from management's conviction that leadership increasingly requires a capacity to work across company, country, and cultural boundaries. Abbott leaders must be able to respond effectively to the needs of subordinates, teams, and customers rather than forcing solutions or requiring compliance. The community-service project is thus designed to place company managers in an environment where standard approaches to leadership often will not work, where positional authority carries no weight, and where understanding and adapting to the concerns of sometimes vastly diverse people means everything.
Each year, LDP identifies a community organization for partnering according to three criteria: (1) people differences - how dissimilar is the community group from LDP managers (the greater the difference, the better); (2) community need - can LDP participants address real needs of the community group, and (3) organizational compatibility - does the community group's staff appreciate the program's purpose and can its staff work well with program participants. Among the organizations with which the program has worked are a temporary residence for released convicts, a foster care home for hard-to-place teenagers, and a center for abused women and children.
Once the community organization has been selected, LDP participants initiate three rounds of contact with the organization and its clients. The first event entails volunteer labor and the others social engagement. LDP participants are usually uncomfortable with the experience at first, but they typically come to consider their experience invaluable for their own leadership development. They learn to appreciate differences in others and the need for alternative approaches to leadership. They are also reinforced in their commitment to Abbott's mission of ensuring that its managers serve the communities in which they live and work.
To identify leadership qualities of clinical nutrition managers and associate these leadership qualities with selected demographic variables (eg, training/degree, length of time in management, number of people supervised, income, and participation in advanced practice activities).
DESIGN:
The theory of transformational leadership, that is, leadership that incorporates specific interpersonal behaviors of the leader and his or her actions within the organization, provided the framework for the study. Specific transformational leadership qualities--leader behavior, leader personal characteristics, and the effect of the leader on organizational functioning and culture--were measured using the Leadership Behavior Questionnaire (LBQ). The reliability and validity of the LBQ have been reported previously. Other data were obtained using two demographic surveys.
SAMPLE:
Demographic surveys were mailed to 1,599 members of the Clinical Nutrition Management dietetic practice group. From the 951 (59.8%) respondents, a study sample of 150 clinical nutrition managers and their subordinates was selected to receive the LBQ; 116 (77.3%) instrument sets were used for analysis.
STATISTICAL ANALYSIS:
Descriptive statistics were used to analyze the demographic surveys. A specified mixed linear model repeated measures Statistical Analysis System procedure was used to compare the clinical manager and subordinate LBQ scores. Association of the selected demographic variables with leadership qualities was measured by lambda, a predictive value measure, using the BMDP 4F program.
RESULTS:
Clinical nutrition managers exhibited transformational leadership qualities as rated by the LBQ, rating lowest on the communication leadership score and highest on the respectful leadership score. Most of the clinical nutrition manager self LBQ scores were significantly higher than the clinical nutrition manager LBQ scores rated by subordinates. The selected demographic variables appeared to have the strongest predictive effect for the visionary culture building subscore of the LBQ. The visionary culture building subscore is a measure of how well the leader interacts with and affects the functioning of an organization.
APPLICATIONS/CONCLUSIONS:
More research is needed to define leadership in dietetics: this study can serve as a possible model. One way clinical nutrition managers may be able to enhance their leadership behaviors is to strengthen their skills in communicating their vision. Programs are needed to help clinical nutrition managers shape their organizations to foster leadership development in their subordinates.