Leadership Model Of Servant Leadership

Traditional leadership focuses on top down power structures were the manager dictates and the employees follow. While methods using this structure can vary, ultimately the format is still the same. However servant leadership is different, it flips a top down pyramid and in many ways the leader shares power and responsibility (Greenleaf Centre, 2018) by putting the growth and needs of others first through empathy, trust and cooperation (Stanley, 2017). One Swedish study found that nurse managers who embodied servant leadership, have a stronger exchange relationship with those under them when it comes to humility, stewardship and empowerment (Hanse, Harlin, Jarebrant, Ulin & Winkel, 2015). Without context, the term servant leader appears oxymoronic in nature, but servant leadership is an altruistic model that leads through example to bring about change or desired outcomes (Jackson, 2008). Servant leadership relates

Servant leadership infers that organisations should aim to impart a positive effect on it employees, customers and community, rather than measuring everything in terms of profit and deficit. This is accomplished through a group orientated model for decision making via consensus and understanding (Spears, Lawrence & Bennis, 2004). Often leadership styles can bleed into one another like the attributes of congruent leadership are related to servant leadership in this clinical event but, while servant leadership was clearly used to a higher degree, congruent leadership can also be applied to this situation in a form. Congruent leaders also may lack the typical hierarchical structure in leadership, and their method of guidance and motivation focuses on their core principles, values and ethical framework rather than a vision or goal. This works for nursing on both a management case and individual cases like this event (Stanley,