The Leadership Trap in Academia: Are You Leading for the Right Reasons?
It’s a question we don’t ask nearly enough in academic pharmacy circles: Why do you want to lead?
In The Motive, Patrick Lencioni challenges us to examine whether we pursue leadership roles for the right reasons. He distinguishes between two mindsets:
Reward-centered leadership—where people seek leadership for the perks, title, money, prestige, or autonomy.
Responsibility-centered leadership—where people lead because they feel called to serve and are willing to do the hard, often unglamorous work it entails.
The distinction matters. Especially in academic pharmacy, where faculty and administrative roles increasingly demand energy, emotional intelligence, and accountability—not just credentials.
So what does Lencioni’s insight mean for faculty, chairs, and deans in our field?
Here’s how you can examine your motives, realign your purpose, and lead with impact—at every level.
1. Leadership Is Not a Reward for Career Longevity
Key Idea: Leadership is a service role, not a trophy for tenure.
Lencioni warns that too many leaders assume positional power as a reward for their years of contribution. In academia, that mindset can creep in when long-serving faculty become chairs or administrators without fully embracing the shift from individual to institutional success. An administrative title along with a salary increase is too often used to address issues such as retention or salary compression.
Try This:
Reflect on how much time you spend enabling others’ success versus protecting your own autonomy.
Make space to mentor junior faculty and staff—even when it’s not required.
Example:
A senior faculty member is appointed interim department chair but continues focusing primarily on personal scholarship. The team struggles, morale dips, and change stalls. A pivot in mindset—to servant leadership—unlocks their full potential as a leader.
2. Responsibility-Centered Leaders Have the Hard Conversations
Key Idea: Avoiding discomfort undermines leadership credibility.
In The Motive, Lencioni points out that real leaders lean into difficult discussions—feedback, performance issues, and cultural misalignment. Avoidance may feel easier in the short term, but it erodes team trust over time. Having an external thought partner such as a coach or trusted colleague can help open up possibilities that expand your decision-making options and minimize the tendency to avoid difficult issues or conversations.
Try This:
Schedule regular one-on-ones to create space for candid dialogue.
Address small issues early rather than waiting for them to grow.
Example:
A program director hesitates to address a faculty member’s unprofessional behavior during experiential rotations. After finally confronting the issue—with clarity and respect—the team dynamic improves and learners report a more supportive environment.
3. Clarity and Communication Are Core Responsibilities—Not Optional Add-Ons
Key Idea: It’s not enough to “let people do their jobs.” Good leaders make expectations unmistakably clear. This requires individuals to commit to developing the team, ensuring channels of communication (they can’t read your mind), and ensure meetings are actually planned and productive.
In academic pharmacy, vague priorities lead to misalignment, frustration, and inefficiency. Responsibility-centered leaders over-communicate mission, vision, and direction—especially when guiding faculty through change.
Try This:
Set clear 30/60/90-day priorities for teams and initiatives.
Use department or team meetings to reinforce purpose and shared goals.
Following key meetings, identify who on your team should be provided information for context and create a mechanism to deliver in a timely manner. Team members work best when they see more of the playing field.
Example:
A dean rolling out curricular reform communicates weekly updates and hosts faculty forums to clarify timelines and expectations. Faculty feel included, heard, and engaged—leading to smoother implementation.
4. Hiring and Onboarding Are Too Important to Delegate
Key Idea: Who joins your team is your most important decision—and your greatest leadership act.
In The Motive, Lencioni argues that effective leaders personally invest in hiring and onboarding. In academia, where hiring shapes culture for years to come, this responsibility is even more critical.
Try This:
Personally participate in faculty search processes—not just at the offer stage. Create time before the campus visit to connect with candidates. It sends a positive message about your style of engagement and helps them be prepared for campus visits.
Design an onboarding experience that supports not only compliance, but belonging and alignment. Consider a 120-day integration plan to help ensure a positive experience as they hit the ground running within the college.
Example:
A department chair works closely with new faculty in their first semester—providing structured check-ins, connecting them with mentors, and modeling expectations. The investment pays off in higher retention and early productivity.
Final Thoughts: Your “Why” Is the Secret Ingredient to Next-Level Results
In academic pharmacy, we often focus on what leaders do—but why they lead matters even more. Reward-centered leadership limits impact, breeds disengagement, and stalls progress. Responsibility-centered leadership builds trust, fosters innovation, and sustains excellence.
So ask yourself:
Are you leading for the position—or for the people?
Next Steps to Strengthen Your Team:
Explore Coaching with EduLead- believe the best leaders aren’t the ones with the most prestige. They’re the ones who show up with purpose, humility, and the willingness to do the work that matters—even when it’s hard.
Learn more. Let’s Talk.
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