APhA 2025: Developing Leadership Skills in Pharmacy Technician Practice

In an interview with Pharmacy Times®, Lynette Bradley-Baker, PhD, CAE, senior vice president and chief engagement officer at American Association of Colleges of Pharmacy (AACP), discussed the key differences between leadership and management in pharmacy, highlighting her presentation at the American Pharmacists Association (APhA) Annual Meeting & Exposition.

Bradley-Baker shared that leaders have spheres of influence while managers have spheres of control. She emphasized the importance of pharmacy technician certification and specialization as pathways for career advancement, noting the numerous opportunities for growth in areas like compounding, immunizations, and hazardous waste management. The conversation explored leadership development strategies, including setting SMART goals, expanding professional networks, and developing critical soft skills like communication and conflict resolution. Bradley-Baker ultimately encouraged pharmacy technicians to embrace leadership as a continuous, lifelong process of personal and professional growth, taking small steps towards more advanced roles.

Pharmacy Times: What is the key difference between leadership and management, especially in a pharmacy setting?

Lynette Bradley-Baker: There are a lot of similarities between management and leadership, communication, decision making, strategic planning, but I think the key difference between management and leadership and community pharmacy practice is that you have different spheres. Leaders tend to have what's called spheres of influence. That is, they can motivate and inspire people that they may or may not work with. You tend to find that, I think, a lot with pharmacy technicians. They may not have anyone that reports directly to them, but they are able to influence their colleagues, new hires, certainly pharmacists and even those that are further up the chain with their insights and the things that they have gathered from their work. They are so compassionate and committed to that work. I think with managers or management, they have what's called a sphere of control. So, they have people that directly report to them, and they have that power dynamic in that they set the tone, they set the course of the work, or the outcomes that need to be accomplished through the work of those people that directly report to them. That's the key difference.

Pharmacy Times: Which leadership theory do you believe is most applicable to a pharmacy technician stepping into a leadership role, and why?

Bradley-Baker: The most applicable leadership theory would be what's known as situational theory, and that is one in which the leader considers those external variables, or the things that make up their current situation, their current environment. Not only is it, of course, the human part of that in terms of the people that reports to them, but it may be certain constraints on budgets, or it may be the fact that new programming or new efficiency measures are put in place. Those things that are outside of their control, they look at all those things and observe and get input from others and then decide on the type of leadership style that they're going to pursue to reach the goals they need to reach.

Pharmacy Times: How do you see certification and specialization impacting a pharmacy technician's career advancement and leadership potential?

Bradley-Baker: Pharmacy technician certification is a credential that demonstrates knowledge and commitment in medication, safety and effective patient care across a variety of settings. There are many benefits that have been studied in terms of those things that a pharmacy technician gains from becoming nationally certified, earning that credential. Things such as greater opportunities for career advancement, more responsibilities, higher wage — those types of things. There are many areas of specialization that a pharmacy technician can pursue upon getting that national certification. Everything from compounding to immunizations to hazardous waste, management.

There are so many different certificates which is different than certifications. Certificates in specific areas of practice that a pharmacy technician can take and pursue and gain that knowledge and be able to put on their resume or their CV to say, yes, I have this knowledge, and again, opens them up to greater opportunities. That's only going to continue to grow as the pharmacy profession continues to grow and as health care continues to grow. We're going to be seeing pharmacy technicians working in these specialized areas, as well as find additional leadership type of opportunities. AMCP has a certificate in managed care pharmacy as well. We'll probably see in the future, some other pharmacy organizations coming up with this type of opportunity for pharmacy technicians to grow in their personal growth, as well as to help the profession grow overall.

Pharmacy Times: Beyond traditional dispensing roles, where do you see the greatest opportunity for pharmacy technicians to take on leadership responsibilities, and how would you approach implementing that?

Bradley-Baker: It goes back to the previous question in terms of certifications, as well as certificates that someone can pursue, but I also think that there are opportunities to grow in leadership domains, such as communication, conflict resolutions. There are courses, as well as other resources that are available that someone can take or utilize to further advance certain aspects of their leadership. In addition, there are many positions that pharmacy technicians may strive for that currently exist, as well as those that don't exist and that will be created in the future. There is a approach that we all, including pharmacy technicians, should take in order to really determine, where do I want to go? What is the best pathway for me, and I always tell people to start with really knowing yourself. What are those things that you do very well, which is great to know, but on the converse side, what are those areas that you want to explore more? What are those areas maybe that you don't do as well and or that you shy away from? A lot of times we can get that information by really being self-reflective, but a lot of times it really helps to have someone else tell us. Those are supervisors, the people that work with us, others that can observe us, to give us that input.

Once we make that determination in terms of where you want to go, because even if it is a new position you want to pursue, 9 times out of 10, there's going to have to be some leadership development that goes with that. Really sitting down and determining a SMART goal for yourself. SMART stands for specific, measurable, attainable, realistic and time bound. There are many, many resources available that can not only walk you through how to develop that, but more importantly, once you develop that goal, have an action plan for it. How are you going to accomplish it? Once you have that, then it's just a matter of moving forward and certainly checking in on the progress that you have regarding that goal. Some other things to think about in terms of leadership development would be to expand your network. Going to meetings such as the American Pharmacists Association meeting, meetings that are targeted for pharmacy technicians, state pharmacy association meetings. All these types of opportunities can help and certainly don't negate the usefulness of online professional forums such as LinkedIn. I encourage everyone to develop a LinkedIn page for themselves, because it allows you to connect with people, but it also allows you to learn. There are so many different articles and resources that are posted that you can learn more about the opportunities within the profession and external to the profession.

Finally, I would say to regardless of where you want to go, to really start to home in on those, what's called soft skills, but they're hard. Things that we have mentioned before, such as communication, conflict resolution, negotiation. Things that are hard to objectively measure, but certainly you know when you're getting better in it. Certainly, if you have told trusted people that you are working on it, they can give you feedback as to how you're doing in those realms. Putting yourself out there, it's very hard to do, it's uncomfortable to do. Even taking on those new leadership opportunities where you don't maybe have that that new title, but you're taking on additional tasks and responsibilities will help you grow in those ways that you know that it's important to move forward with your personal and professional development. It's a long-winded answer, but I think all those things can help play a role. Everyone is different, where they are in their leadership journey. It's important to keep that in mind as well.

Pharmacy Times: Is there anything you would like to add?

Bradley-Baker: I would just say that leadership is a continual lifetime process. Even when people get to certain levels and they have the big-time job, the big leadership position, there's still room to advance and to grow in this area.Working with people, because we're all very complex — we're very diverse in our thought processes and our experiences. To take on leadership roles, and embrace it — it can be a challenge, but it can be also very fulfilling. I encourage people to take those small steps, and eventually you'll be ready for perhaps the bigger ones that come down the road.