REFLECTION ON PRECEPTORS LEADERSHIP STYLE

Reflection on Preceptors Leadership Style

Name: Aderoju Temitope Michelle
Student Number: 823-350-194
NURS 460: Practical Nursing Leadership
Instructor: Janet Jeffrey
Submitted On: February 27th 2015
Humber College ITAL

REFLECTION ON PRECEPTORS LEADERSHIP STYLE

Leadership is a process that relies heavily on influencing other people to achieve a

common goal. According to Kelly& Crawford (2012), influence refers to the ability to affect
others often by inspiring, enlivening, and engaging them to participate. The process of
leadership, whether good or bad, depends on the relationship between a leader and a follower
(Hollander, 1984). In my pre-graduation placement at Mci the doctors office, I am a follower.
Being a follower does not mean independently I am not a leader or capable of becoming a leader,
in the context of being a student nurse at the facility I am a follower. A follower is one who is
not in the leadership role while performing on the two dimensions of independent critical
thinking and active engagement in the organizations critical activities that aim toward
achievement of organizational goals (Kelley, 1992). My followership style is that of an
exemplary follower. I am actively engaged, assertive and apply critical thinking for every
decision that needs to be made. As an effective follower, I do not have to rely on my leader for
every move or seek approval at every interval provided my actions are in accordance with the
organizational policies and goals. Exemplary leaders are individuals that are actively engaged,
critical thinkers who often take initiative independently of the leader and other group members
(Colangelo, 2000). Effective followers are ones who do not need approval even though approval
may be a strong desire. They are sufficiently confident about their contributions to the group that
they do not worry about the loss of favor with the leader if they oppose him or her on an issue
(Colangelo, 2000). As an effective follower, I expect to be taught the skills required to function
independently, to be mentored, socially supported, trusted, provided with clear directions and
receive supportive feedback from my leader. Followership is a relationship between followers
and leaders, one of co-dependent roles rather than dependent ones (Patsy, 2004).

REFLECTION ON PRECEPTORS LEADERSHIP STYLE

Leadership, specifically in clinical practice, has been defined as direct involvement in

clinical care while constantly influencing others to improve the care they provide (Kelley,
1992). At my placement, my preceptor is a registered practical nurse who displays the
transformational leadership style. According to Kelly & Crawford (2012), Transformational
leaders are individuals who commit people to action, convert followers into leaders and convert
leaders into agents of change. Transformational leaders motivate others by behaving in
accordance with values, providing a vision that reflects mutual values, and empowering others to
contribute (Kelly & Crawford, 2012). On my first day on the unit, my preceptor welcomed me
warmly and assured me that with time, I would be very competent in performing the skills
required to provide quality care for my clients. The reassurance calmed my nervousness and
motivated me to observe and learn how the unit functioned even if I would make a few mistakes.
My preceptor made me write a list of the skills I lacked competency and together we structured a
mechanism of how my competency level could be improved. My preceptor taught me some
skills such as effective triaging; injection administration, proper documenting, wound care and
encouraged me to carry out the learned activities independently with supervision. He trusted in
my ability to carry out the tasks as I have been taught and adjust to my own comfort using my
creativity. Transformational leaders aim to develop their full potential by enhancing their
abilities and skills, and improving self-esteem. They achieve this by taking an interest in staff as
individuals, and providing tailored support (Patterson, 2013).On my second week at my
placement; I was in a dilemma on how to proceed about a patients care. I went to my preceptor
and although he was busy, he sought out time to actively listen to me and we strategized on how
to handle the situation. He did not give me a clear cut answer on how to handle the situation;
rather he pointed me in the right direction and also helped me think critically to arrive at the best

REFLECTION ON PRECEPTORS LEADERSHIP STYLE

possible outcome. This incident not only helped the situation, it improved my self- confidence
and communication skills between my clients and colleagues. Transformational leaders
recognize followers potential, but in terms of Maslows (1987) hierarchy of needs, will go
further to satisfy their higher needs such as self-esteem and achieving their full potential to
engage followers fully ( Patterson , 2013). The most compelling trait about my preceptor is his
inspiring stories. At every opportunity, he tells stories of when he was a pre- graduation student
like me and the struggles involved in being at the followership spectrum, and also highlighted the
techniques he employed in developing his skills in becoming competent as a nurse and a
preceptor. The inspirational stories motivated me, because I realized that if he was like me at a
certain time and he got competent with the strategy of being an effective follower and lifelong
learner; I believed I could achieve the same level of competence and beyond. My preceptor uses
the democratic style, he does not only tell me to perform tasks, he allocates tasks between us and
in that way we work together but also autonomous. Transformational leaders tend to adopt a
democratic approach to leadership. Democratic leaders believe workers are motivated to do
well; they seek autonomy and opportunities to prove themselves (Bass 2008). Democratic
leaders are considerate and share responsibility with their followers. This allows followers to
develop their own leadership skills and become independent, while reducing the leaders stress
and risk of burnout (Patterson, 2013).
Following is a primary role for most people in organizations because they spend more
time functioning as followers than as leaders (Kelley, 1992). A majority of organizational
success can be attributed to people functioning in their primary role as a follower. The
relationship between a leader and a follower is a partnership that if it is well balanced, would
result in organizational success. The transformational leader like my preceptor demonstrates this

REFLECTION ON PRECEPTORS LEADERSHIP STYLE

partnership with me by trusting my judgment, enabling me carries out tasks independently,

providing me with constructive feedback and in this continuum we are striving to achieve the
goal of the facility which is centered on providing clients with quality care.
A transformational leader is one that is not only focused on achieving set goals, but also
passionate about transforming followers into leaders. A transformational leader supports the
notion that leaders are made not born. Leadership is not born rather it is an experiential
compilation of additives that results in contextual competence (Crawford, 2007). Leaders can be
made by developing self-confidence, receiving excellent trainings and good mentorship
(Simpson& Calman 2000). As a transformational leader, my preceptor is helping me develop
my self-confidence by trusting me to carry out procedures independently which he tags a trial
and error process and in this way, I am learning more about myself and unlocking my
creativity; he provides me with me excellent trainings inspirational mentoring. At the end of my
placement, my preceptor would not only have achieved the goal of providing safe quality care,
he would have also transformed a follower into a leader which is the distinguishing characteristic
of a transformational leader.

REFLECTION ON PRECEPTORS LEADERSHIP STYLE

References
Crawford, J. (2007). Developing leaders: The Review of Communication, 7,216-219.
Colangelo, A. J., (2000). Followership. A dissertation
Hollander, E. P. (1984). What is the crisis of leadership? Contemporary issues in leadership.
Kelly, P. & Crawford, H., (2012). Nursing Leadership and Management (2nd ed., pp. 177).
Toronto, Canada: Nelson.
Kelley, R.E. (1992). The power of followership how to create leaders people want to follow, and
followers who lead themselves. New York, NY: Doubleday/Currency.
Patsy, B.B., (2004). The Followership Continuum: A Model for Increasing Organizational
Productivity. The Innovation Journal: The Public Sector Innovation Journal, 9, 1, 2-16.
Patterson, J.G., (2013). Leadership Styles and Theories. Nursing Standard: Art & science, 27,
41, 35-39.
Simpson, J., & Calman, K. (2000). Making and preparing leaders: Medical Education Journal
34,211-215.