ABSTRACT
The job of a life science leader is arguably more demanding than that of peers in other industries because of the exceptional conditions that characterise life sciences industry. Its social contract demands an unusual level of emotional involvement. The depth and breadth of its complexity would stretch anyone’s intellect. Its expert workforce makes leadership anything but a routine, mechanical activity. The context, many of the life science leaders cautioned against underestimating one’s own potential. It is clear that they see the careers as a growth process, enabled by an ability to be self–critical, of constantly working to fill gaps in the own knowledge and skills. The leadership is a lifelong growth process of life science leaders. Deborah Dunsire described leadership itself as a “fundamentally value-based” activity. Many of the interviewees, however, qualified this need for intuitive confidence with a counterbalancing need for humility, reflection and self-awareness.
