Servant Leadership

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Chamberlain College of Nursing NR-531 Nursing Leadership in Healthcare Organization
Servant Leadership (graded)
The commitment to growth is right on target, but does one style fit every circumstance?
Reference
Marquis, B.L. & Huston, C.J. (2015). Leadership roles and management functions in nursing: Theory and application.(8th ed.). Philadelphia: Lippincott Williams & Wilkins.
Chapter 3: Twenty-First Century Thinking About Leadership and Management
Chapter 12: Organizational Structure
Roussel, L. (2013). Management and leadership for nurse administrators. (6th ed.). Boston: Jones & Bartlett Learning.
Chapter 7: Organizational Structure and Analysis
Article
Pearce, C., Wassenarr, C., & Manz C. (August 2014). Is shared leadership the key to responsible leadership? Academy of Management Perspectives, 28(3), 275-288.
Borkowski, N. (2011). Organizational behavior in health care (2nd ed.). Sudbury, MA: Jones & Bartlett Learning.
Donabedian, A. (1982). Explorations in quality assessment and monitoring: The criteria and standards of quality. Ann Arbor, MI: Health Administration Press.
Marquis, B.L. & Huston, C.J. (2015). Leadership roles and management functions in nursing: Theory and application (8th ed.). Philadelphia: Lippincott Williams & Wilkins.
Osborn, R. & Marion, R. (2009). Contextual leadership, transformational leadership and the performance of international innovation seeking alliances. The Leadership Quarterly, 20(2), 1961-206.
Roussel, L. (2013). Management and leadership for nurse administrators. (6th ed.). Boston: Jones & Bartlett Learning.
Shirey, M. (2006). Fostering leadership through collaboration. Reflections on nursing leadership (3rd quarter). Sigma Theta Tau International. Retrieved from http://www.nursingsociety.org/RNL/3Q_2006/features/fearture5.html
Page or paragraph numbers must be included with quotes per APA. See APA re how to format references and in-text citations i.e. capitalization issues and use of the ampersand versus the word (\”and\”).
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As the nurse administrator who employs servant leadership, one has to identify the needs of his followers, work with them to solve any experienced challenges and promote personal development. These means that the servant leader should work with other nurses to meet patients needs while coaching them to develop their professional practice. According to Marquis& Huston, 2015, an effective nurse leader who practices servant leadership evidences some qualities, including attending, empathy, curative, alertness, coercion, a concept, vision, management, loyalty to growth, and building the community. To be able to support the other nurses in solving their challenges and making decisions, the nurse administrator has to be an active listener. These are to ensure that he understands all the challenges faced by his followers. Using empathy, he should first understand his supporters needs and empathize with them so that he can efficiently resolve them. These means that the nurse administrator should be concerned with the needs of the followers regarding meeting patient needs and achieving their personal goals.
Through the aspect of healing, the nurse manager would help his followers resolve their issues and encourage the formation of a healing environment. When the members are free from personal issues, they can work with their patients, understand them, and meet their needs. With a healing environment, the servant leader would help nurses work in a caring and supportive environment with an unyielding devotion to safety, commitment, and excellence (Pearce, et al., 2014). These would help achieve the mission of SLMC. Through awareness, the servant leader would view all situations from a holistic perspective, and this would help meet the vision of SLMC of providing consumer-driven healthcare and meet the patients physical, spiritual, psychosocial, and emotional needs. This way, the servant leader would create a service desire in his followers so that they are ready to serve their patients to satisfaction. Through awareness, the nurses would consider each patient as an individual with unique needs.
When working with his followers, the servant leader should commit to their growth. He should not see them as supporters all their lives. He should prepare them to hold leadership positions in the future and be able to serve their followers and patients. The servant leader as noted by Roussel, 2013, should, therefore work to maximize the strengths of all the people working under him (p. 64). He should see value in his followers and encourage them to grow and reach their potential. The servant leader should also recognize the importance of a community and build it within his staff. These are to help the nursing staff work as a team while considering the needs of their patients. In everything the leader does, the primary focus would be to grow and develop his team while examining the needs of the patients. The nurses should develop professionally to serve their patients better.
The nurse administrator would, therefore, motivate his followers to be service oriented by training them to consider not only their personal needs but also those of their colleagues and their patients. They should create a working environment that supports optimization of the quality of life of the people they serve. When dealing with their patients, the nurses should be active listeners who first understand the challenges faced by the patients, empathize with them, and work hard to meet their spiritual, physical, emotional, and psychosocial needs (Borkowski, 2011). As the nurse administrator, I would nurture my followers to emulate my way of operation in which they first serve others by fulfilling their needs before considering their own.
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References
Borkowski, N. (2011). Organizational behavior in health care (2nd Ed.). Sudbury, MA: Jones & Bartlett Learning.
Marquis, B. L., & Huston, C. J. (2015). Leadership roles and management functions in nursing: Theory and application (8th Ed.). Philadelphia: Lippincott Williams & Wilkins.
Pearce, C., Wassenarr, C., & Manz, C. (2014). Is shared leadership the key to responsible leadership? Academy of Management Perspectives, 28(3), 275-288. doi: 10.5465/amp.2014.0017
Roussel, L. (2013). Management and leadership for nurse administrators (6th Ed.). Boston: Jones & Bartlett Learning.