Servant Leadership (Article Summary)
Savel and Munro (2017), in their article ‘Servant Leadership: The Primacy of Service’, underline leadership skills are worthwhile for an individual serving to provide critical care. Notably, leaders should flex their leadership styles to fit specific situations for improved performance. Thus, regardless of the position, whether one is the nurse in charge, a bedside nurse, or a nurse manager in the Intensive Care Unit (ICF) (Article Summary).
servant leadership is valuable to the care provider and the patients. Essentially, in both pre-modern and modern times, servant leadership entails having a strong desire to serve others. Unlike autocratic leadership which applies a top-to-bottom approach, servant leadership focuses on the bottom, proceeding toward the top.
Correspondingly, clinical practice should integrate servant leadership. Sovel and Munro state that healthcare providers’ primary role involves serving the patients. Thus, serving features the patient-centered care approach to provide the highest level of care to all individuals in a healthcare setting. The article underlines that servant leadership promotes teamwork for improved outcomes in care (Article Summary).
For instance, the medical director of an ICU serves many people in a healthcare setting. Notably, the director’s priority is the patients to ensure they receive optimum care. Secondly, the medical director serves other colleagues, physicians, the nurse administrator, the bedside nurse, and the senior nurse leadership at the hospital. As a servant leader, the director should put others first to ensure that each team member feels comfortable and meaningful. Consequently, productive by addressing their concerns.
Significantly, the article underlines servant leaders should collaborate with their colleagues to identify their strengths and weaknesses. In this case, servant leaders should emphasize their colleagues’ strengths rather than their weaknesses. Savel and Munro opine that assigning a nurse in a medical environment maximizes the outcomes rather than assigning the same nurse in the ICU. Thus, servant leaders should engage the team members to ensure they work in positions best fit for their strengths and weaknesses. Servant leaders should also remain humble and calm to create a healthy working environment for other staff for better outcomes.
However, Savel and Munro point out specific challenges to the implementation of servant leadership. First, most medical schools are organized into departments. The mentioned reason creates an autocratic culture among healthcare providers during the early stages of their training. Secondly, most healthcare providers feel comfortable with autocratic models as compared to the servant leadership approach. Essentially, leaders in medical schools and hospital departments should focus on servant leadership initiatives to maximize critical care outcomes in medicine and nursing (Article Summary).
Savel, R. H., & Munro, C. L. (2017). Servant leadership: The primacy of service. Retrieved from https://aacnjournals.org/ajcconline/article/26/2/97/3224/Servant-Leadership-The-Primacy-of-Service