Despite the recommendations of the Nuffield (1986) and Pharmaceutical Care (1992) reports, implementation of the “wider role” in pharmacy practice has been piecemeal. While individual pharmacists have successfully introduced innovations in tasks and working methods, others have not. The paper explores the hypothesis that innovation is related to a set of (largely) generic characteristics possessed by those who promote professional change, together with enabling elements in the work environment. The hypothesis is explored by the identification of leading edge practitioners (LEPs) by key stakeholders in pharmaceutical service delivery and tested using critical incident analysis, an extended interview schedule and a psychometric test (KAI). LEPs were found to initiate more actions, to be more patient‐centred, to be effective “soft” networkers, more focused on staff development and more effective influencers. There are wide implications for both providers and purchasers of pharmaceutical care, together with those who have a responsibility for training and de
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