By Debbie Bunch
September 15, 2025
Most people equate “leadership” with “being the boss.” But leadership doesn’t just miraculously appear the moment you step into a leadership position. Most people who are in charge will tell you they started honing their leadership abilities long before “being the boss” of anything was even a remote possibility.
What can you do now to begin building the leadership skills that may one day lead to a leadership position? We asked members of the AARC’s Leadership & Management Section to tell us what most impresses them in staff members.
Soft skills matter
April Scribner, MS, RRT, RRT-SDS, CPFT, CHES, clinical manager of respiratory care services at Arkansas Children’s Hospital in Little Rock, emphasizes that leadership begins with mastering essential soft skills, including emotional intelligence, teamwork, influence, positive morale, and problem-solving skills.
“By strengthening these abilities early, staff therapists can have a meaningful impact on their team while laying the groundwork for future leadership opportunities,” she said.
In her mind, leading through action is the key. Reliable therapists uphold the highest standards, model a positive attitude, influence peers, and contribute to a supportive team culture.
Scribner also believes leadership can be demonstrated by mentoring new team members, participating in projects or committees, and identifying opportunities to improve workflows or patient care. “Being proactive, collaborative, and solution-oriented speaks volumes and demonstrates a leader mindset,” she said.
Jessica George, MHA, RRT, RRT-ACCS, AE-C, manager of respiratory care at Froedtert Hospital in Milwaukee, WI, agrees that mentoring new team members and offering to help with process improvement and other projects can help. Leading by example is important too.
“Stay solution-focused, take the initiative, and be someone your team can count on when things get busy or stressful,” she said. “Leadership isn’t about having a title. It’s about consistently showing up with professionalism, accountability, and a drive to make things better.”
George is most impressed by staff members who handle issues rather than raise them and who can navigate challenges without escalating them, while also supporting the team. “Those are the people I see as ready for more,” she said.
Be an informal leader
Patti DeJuilio, MS, RRT, RRT-ACCS, RRT-NPS, FAARC, director of respiratory and diagnostic services at Northwestern Medicine Central DuPage Hospital in Winfield, IL, calls that being an “informal leader.”
“Informal leaders raise concerns and offer solutions, can give respectful feedback to peers promptly, and are eager learners,” she said. “This is the type of employee that will be considered when a leadership role is being filled.”
She advises staff therapists to foster their informal leadership skills by developing professional relationships with peers and clinical staff that allow for consistent professional interaction, being humble yet confident by never being afraid to ask questions or admit when they don’t know something, and stepping up to serve on a committee or help develop a new policy or procedure when asked.
Developing leadership skills like these while still a staff therapist will help you understand the rationale behind leadership responsibilities, says Jimmie Riggins, BHS, RRT, RRT-ACCS, RRT-NPS, chief of respiratory care services at the Harry S. Truman VA Medical Center in Columbia, MO.
“Self-reflection and internal dialogue about these challenges are critical for those aspiring to leadership positions,” he said.
He also believes that building a professional network is vital.
“Throughout my 38-year career as a respiratory therapist, all my positions were attained through networking,” said Riggins. “It is imperative not to rely solely on your daily clinical duties to gain recognition.”
He says therapists can build their network in myriad ways — from volunteering for committees and attending conferences to participating in professional sessions with the intention of learning and engaging with others.
“Networking can create opportunities for career advancement, sometimes through unexpected connections, such as meeting a sales representative or a manager at a conference,” said Riggins. “Within your facility, seek to stand out by volunteering for additional responsibilities and demonstrating commitment to your role. Promotions are not awarded for mere minimum performance.”
Just do it
Those are all great ideas about what you can do to demonstrate to your managers that you are serious about leadership. Of course, you must eventually seek out a leadership position to truly meet your goals.
Robert B. Johnson, MS, RRT, AE-C, senior director of respiratory services, bronchoscopy, and PFTs at UAB Hospital in Birmingham, AL, advises therapists who see management as the next step on their career ladder to begin by seeking out a lead therapist role.
“If you want to be a leader, start at the first rung of the leadership ladder,” he said. “I have had RTs apply and interview for a manager’s position without ever being a lead RT, supervisor, or educator. I am not saying it could not happen, but I suggest starting as a lead RT as early on as you can.”
Getting your foot in the door can be boosted by taking continuing education courses on leadership, such as those offered through the AARC or your institution, especially if you work at an academic medical center.
Johnson says he recommends therapists at his hospital take advantage of the free online and in-person courses offered through UAB. These range from a Quality/Safety certificate course, Green Belt program, and Crucial Conversations course, to The 7 Habits for Managers course and Emotional Intelligence classes.
Then he says, just go for it. “If you are even slightly interested in a leadership role, apply for the position and do the interview,” he said. “Even if you think someone else is going to get the job.” Applying and interviewing allows the management team to know you are interested in advancing your career, and going through the process will make you more confident and comfortable the next time an opportunity arises.
Johnson emphasizes that only one of two things can happen, and both can advance your career. “You get the job or you get the opportunity to learn why you didn’t get the job and what you could do to improve your skill set,” he said.
Be the best candidate
Scott Reistad, BA, RRT, CPFT, FAARC, manager of respiratory care and ancillary health technicians at the University of Colorado Hospital in Denver, quotes leadership guru John Maxwell to define what leadership means to him. “He states that ‘leaders have influence’ and that ‘leaders have followers,’” said Reistad. “Both of these traits are not something that you simply ‘turn on’ when you are suddenly in a leadership role.”
They also aren’t traits that automatically come with an advanced degree or even with years of experience in a leadership position. “I know many examples of individuals who have the title, but their team does not believe either of the two definitions about them,” he said. “Hence, they are ineffective in their role.”
In many cases, leadership abilities are innate — people were just born with them. In other cases, they come from their upbringing, mentoring, friendships, and other life experiences.
However, Reistad believes leaders can also be purposefully developed, and he says it begins by acting like a leader before you receive the title. Often, it is these informal leaders in any group who are tapped for leadership positions because they have already earned the trust of their peers.
“In a nutshell, I want to see my next leader being a leader before they have the title,” he said. “I want staff around them when I choose them for the role to be saying, ‘Of course! She’s the best candidate!”
You can find a wealth of information on leadership, including how to apply for the AARC’s Emerging Leaders Program, on AARC.org.
