Evaluating the impact of a pharmacy administration and leadership short course and microcredential targeting new hospital pharmacy leaders in the Western Pacific.

Abstract

Background: Pharmacy administrators and leaders are essential to ensuring quality patient care and organisational success. However, many pharmacists promoted to leadership positions lack formal training in administration and leadership, leading to gaps in knowledge, skills, and confidence. While some seek to enhance their skills through independent learning or certificate programmes, these often do not provide comprehensive pharmacy leadership training. Pursuing a master's degree may be impractical due to time and financial constraints. Recognising this need, the University of North Carolina (UNC) Eshelman School of Pharmacy, in partnership with Monash Health and Monash University, developed a Pharmacy Administration and Leadership (PAL) Short Course and Microcredential for emerging hospital pharmacy leaders in Melbourne, Australia. This study aims to assess the impact of this programme on participants' confidence levels, skill acquisition, and perceived value in leadership and administration. Method(s): This PAL Short Course and Microcredential, the second cohort completed by the UNC-Monash Partnership, commenced in November 2024 and will conclude in July 2025, enrolling 23 hospital pharmacy leaders from three hospitals in Melbourne, Australia. The 12-module programme includes two in-person weekend workshops at the start and end, with the remaining sessions delivered synchronously via live video conferencing, utilizing a flipped classroom pedagogical model. Participants engage in discussions, complete assignments, and develop leadership competencies throughout the programme. A pre- and post-course survey is being conducted to evaluate participants' demographics, perceived confidence levels in pharmacy administration and leadership, past business and management education, interest in PAL topics, and perceived job performance. Descriptive statistics and paired t-tests will be employed to assess changes over the course duration. Result(s): Participants had an average of 11.7 years (SD = 4.2) of pharmacy experience, with 7.5 years (SD = 3.8) tenure at their respective hospital and 3.7 years (SD = 2.9) in leadership roles. Despite their leadership roles, 65.2% (n = 15) had no prior formal business or management education. However, 47.8% (n = 11) actively pursued additional training before the programme's development, emphasising their commitment and desire for skill development within this specialised field. Baseline confidence in specified PAL tasks varied, with participants expressing lowest confidence in financial management and creating business plans. Key areas of interest included team leadership, change management, and financial stewardship, aligning with course objectives. Preliminary feedback suggests that sessions on strategic planning, business plan development, and high-impact leadership strategies were particularly beneficial. The post-course survey will assess confidence changes, skill acquisition, and knowledge application, with early indications highlighting improved engagement and leadership preparedness among participants. Conclusion(s): Preliminary findings indicate that participants in the PAL Short Course and Microcredential hope it will address their professional development needs to develop into successful pharmacy administrators and leaders, by fostering confidence and capability in leadership roles. We hope to equip the participants with essential leadership and management competencies, building a competent and innovative pharmacy workforce at their practice sites capable of driving positive change in healthcare delivery. Continued investment in such initiatives is crucial to sustaining leadership talent and enhancing patient care outcomes, ultimately advancing the pharmacy profession.