MSLD 511 - Module 1 - 2 Way Street - Madeline Campbell


After a year in my first “corporate” positon as the sales lead for three different Marriott properties, I transitioned into a dental assistant position at an Endodontic practice. Having just finished my undergrad in Communications and Marketing, then being in the corporate world of meetings, emails and phone calls 24/7, being a dental assistant was a whole new world. The leadership within this practice was muddled and confusing. The doctors, of course were supposed to be the leaders, but there was also a manager who attempted to double as a leader.  

In an article by Abraham Zaleznik titled Managers and Leaders: Are they different? Zaleznik breaks down the definitions and roles of a manager versus a leader as they, “differ in motivation, personal history and in how they think and act” (1977, p. 70). In Northouse’s book, Leadership Theory and Practice, he defines leadership as, “a process whereby an individual influences a group of individuals to achieve a common goal” (2016, p. 6). Within my personal situation, my manager attempted to be one of the main leaders of this small clinic but fell short in many aspects. There were very apparent issues within this company that many of the dental assistants struggled with as they were all seeking a leader.

I truly believe that when I left my position at that office I left an impact on the leadership, even if it was ever-so small. Throughout my 12 months at the clinic I was transparent with my manager, respectfully bringing issues to light in a professional manner, never wanting to over-step my bounds. Within my “exit” interview my manager told me he had never had an employee like me before and that I was able to help him see areas of improvement that was needed in regions of concern. My relationship developed with the leader of this company by simply working extend hours and putting in 110% effort, to the point where my manager could tell I was a valuable asset to the company. As I became more comfortable within this organization and issues arose I would set-up meetings with my manager to discuss the problems. I continually wanted to better my performance within the company and desired constructive feedback from the doctors and my manager. 

An aspect of my time at the Endodontic clinic that I often reflect back to is how my manager would have weekly meetings with the team so we could all touch base regarding the operations of the practice. Within these meetings he would ask for ideas and advice for new systems and for opinions of current operations. He was open to new procedures and would also ask the team for forgiveness in areas that he felt he had let them down. This was my first encounter with a manger that truly wanted feedback and incorporated it in his daily life within the office. As a manager, he could easily create a plan of action that we all would need to follow and it would work, however it was his desire to know what the team needed and to encourage and motivate the team to work together. 

This manager was by no means perfect, but the office could see areas where he was wanting to grow and be the leader that the practice needed. This leader did instill a desire for our team operate the best that we could and go grow in our care towards patients. “The leader seeks to cause the follower to expend emotional, or affective, energy toward the organization’s objectives… When the follower has passion toward the completion of the organization’s objectives, the follower has greater commitment toward achieving the objectives” (Winston, Patterson, 2006, p. 13).


References

Northouse, P. G. (2016). Leadership: Theory and practice. Los Angeles, Calif.: SAGE.

Winston, B. E., & Patterson, K. (2006). An Integrative Definition of Leadership. International Journal of Leadership Studies.

Zakeznik, A. (1977). Managers and Leaders; Are they Different? Harvard Business Review.

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