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, thankfully, learn the difference between
being bossy and being a leader. Ive done work to learn about leadership and how I want to apply
the theories I learn about to my life. Now, looking forward to life post-graduation, I am looking
to continue taking step in developing my leadership skills and style.
Talking to someone I work with and admire as a leader was a great next step in my
leadership experience. Having to interview 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 installed the idea that respect is the most
important trait for a leader to posse. Kay has been unwaivering in this belief. She explained
respect was the fundamental trait that all other characteristics of leadership spring from that
starting point.
Kay told me how in her first position post-graduation, working at the Social Security
office, she had the worst supervisor of her career. The supervisor was so bad 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 pervious 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 SOMETHING. 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 tell
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 class 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 focus 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 see 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, they should also be willing to risk making a mistake to improve the
situation.
Kays classes for the direct care personal focus on developing leaders whom may not
have a title. She explained how leadership is not 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 takes her class and learns 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.