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dc.contributor.authorSchneider, Andreas
dc.contributor.authorErden, Zeynep
dc.contributor.authorWidmer, Hans
dc.contributor.authorKoch, Guido
dc.contributor.authorBilly, Christine
dc.contributor.authorvon Krogh, Georg
dc.date.accessioned2018-04-13T08:22:03Z
dc.date.available2018-04-13T08:22:03Z
dc.date.issued2012
dc.identifier.issn1359-6446
dc.identifier.doi10.1016/j.drudis.2012.06.005
dc.identifier.urihttp://hdl.handle.net/20.500.12127/5945
dc.description.abstractGreat efforts have been dedicated to rebuilding the engine of pharmaceutical R&D. However, one potential area of improvement has received limited attention in the literature and in practice: namely, leadership. In this article, we enrich the traditional views of leadership, which consider leadership a responsibility of a few centrally placed authorities, with the concept of distributed leadership. Distributed leadership reflects a group-based capability driven by everyday activities and the key scientific questions at hand. We identify three leadership challenges faced by R&D teams that could be addressed by implementing distributed leadership. Furthermore, we provide some suggestions as to how to foster distributed leadership in drug discovery projects.
dc.language.isoen
dc.publisherElsevier
dc.titleRethinking Leadership in Drug Discovery
dc.identifier.journalDrug Discovery Today
dc.source.volume17
dc.source.issue23-24
dc.source.beginpage1258
dc.source.endpage1262
dc.contributor.departmentETH Zurich
dc.contributor.departmentNovartis Institutes for BioMedical Research
vlerick.knowledgedomainEntrepreneurship
vlerick.knowledgedomainStrategy
vlerick.typearticleJournal article with impact factor
dc.identifier.vperid237517


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