Samantha Dane

In addition to the information gathered from your interview, reflect on that person
and our readings on leadership theory (i.e. Kouzes and Posner, et al.). What
qualities do you see exhibited? What other leadership qualities do you find
valuable in that individual that we may not have read about?

Leadership has always been a part of my life, even before I knew exactly what it meant or
how to be an effective leader. I remember being in kindergarten, telling the other 5 year olds how
our talent show act was going to run. Since then Ive learned, thankfully, the difference between
being bossy and being a leader. Ive worked to learn about leadership and how I want to apply
the theories I learn to my life. Now, looking forward to life post-graduation, I am looking
planning to continue taking steps in developing my leadership skills and style.
Talking with someone I work with and admire as a leader was a great next step in my
leadership experience. Interviewing my preceptor was a very unique experience compared to our
typical day-to-day interactions. Asking her about her experiences, advice, and thoughts about
effective leadership was a great way to have an open, honest conversation that I feel we both
gained insight from.
Kay began to tell me her leadership story. She explained how her parents had always
been great examples of leaders. They were always chairing events, running clubs, and were
managers in their companies. She told me how they instilled the idea that respect is the most
important trait for a leader to possess. Kay has been unwavering in this belief. She explained
respect was the fundamental trait that all other characteristics of leadership spring from.
Kay told me that in her first position post-graduation, working at the Social Security
office, she had the worst supervisor of her career. The supervisor was so unpleasant, that in her
exit interview Kay told the Supervisor she would be her example of the kind of manager and
leader Kay didnt want to be. My preceptor explained her previous supervisor was only focused

on the numbers. She wanted Kay to interview as many people as possible, as that is how the
organization determined how efficient a department was. That supervisor wasnt concerned with
how Kay treated the clients or what the outcome of the meeting was. Kay said they often
disagreed because Kay often took longer with her interviews because she took the time to make a
connection with her clients and show them the respect of having a conversations where she
practiced active listening.
After leaving that position, Kay worked at a catholic hospital on the West side as a
recruiter. Her knowledge of Spanish allowed her to connect well with many of the new hires.
Soon, she was put into a new positions as Employee Liaison. Her role was to serve as a
connection between managers and the staff. This position showed her how people will trust you
if you have shown them respect and created a relationship with them, rather than if you just told
them to trust you.
Now, at Misercordia, Kay serves as the Director of Human Services. As part of this role,
she hosts continuing education and development classes for staff. In these classes, she focuses on
how to develop leaders at all levels. She explained how Misercordia had a situation a few years
ago where there was a director position vacated but the management wasnt sure how to fill it.
They had a pool of about 50 employees to choose from- all had worked under the previous
director, all were college educated, all had minimal corrective actions. However, only a few
stood out as leaders whom could assume the directors role. Kay said this was a wakeup call to
the need to grow leaders in the company.
Her class now focuses on two groups management and direct care staff. Her
management classes teach managers that they are the link between the direct care persons and
the company mission. She told me how important it is for people to practice walking

management. This means that managers are seen in their units, are accessible to their
employees, and make connection with their employees. By taking this time, managers show
employees they are valued. One value that Kay could incorporate in her class that we havent
discussed much is that leaders should take risks. They should think through the risk and weight
the pros and cons before initiating their idea but at the same time, they should also be willing to
risk making a mistake to improve the situation.
Kays classes for the direct care personnel focus on developing leaders whom may not
have a title. She explained how leadership is not about having a title but rather, about having
people trust you and respect you. Kay told me how in every group of people there are natural
leaders that emerge; these are the people she hopes take her class and learn more about
leadership.
Throughout our conversation, I was struck by how much what Kay saying was seemed to
be reflected in the readings for this week. Then, at the end of our conversation, she handed me
the packet she gives out in her Leadership class. There were several excerpts and page numbers
listed on the first page; the book cited at the top 5 Lessons in Leadership. It is reassuring to me
woman I admire her leadership style values a book Im learning from so much that she uses it to
teach others.