Servant Leadership in the Contemporary Nursing Environment
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The paper explains servant leadership as a change in management style from the authoritarian to the qualities of listening, empathy, healing, persuasion, stewardship, and growth. The paper outlines five paradigms that focus on the way servant leadership can, and has, transformed certain organizations and their ability to function well in 21st century society, and emphasizes that servant leadership stresses coaching not controlling, communicating at all levels, and providing a compassionate, yet fair, work environment. The paper goes on to discuss how it could translate into modern nursing, and explains in detail the seven major ethical paradigms that guide the process of ethical care and specific determination of actions: autonomy, justice, fidelity, beneficence, veracity, non-maleficence, and paternalism. The paper shows how servant leadership translates into patient advocacy and increased communication and this fits in with the role of the modern nurse as a healthcare professional.
From the Paper:"Within the context of organizational behavior, leadership is one of the most crucial aspects of the entire rubric of the organization. Scholars and philosophers alike have been trying to define leadership for centuries, albeit without much success. True, leadership is, in part, decision making at the nth level. Decision-making, of course, is one of the fundamental keys to the survival of an organization, more so now that economic boundaries between countries crumble, business becomes more complex, and the results of decisions often have global impact. Decisions are made constantly in business; it is the part and parcel of being effective in one's job. Innovation and improvement on a regular basis are required to maintain and improve the ability to make rational decisions, and some psychologists even believe that the ability to make effective decisions is at the core of the individual's success of failure within their organization (Porter, 1998; Drucker, 2001).
"That being said, leaders and managers are not the same, just as leadership theory and managerial theory are similar but not synonymous. In general, a manager is someone who conducts and organizes affairs, projects, or people. Managers are given the authority by their organization to lead employees, therefore, they have subordinates. So even though managers are in charge, they are not leaders in terms of the definition. Managers do as they are directed, and in turn direct their subordinates."
Sample of Sources Used:
- Blackburn, S. (2007). Plato's Republic: A Biography. New York: Atlantic Monthly Press.
- Brown, L.M. and B.Z. Posner. (2001). "Exploring the Relationship Between LearningAnd Leadership," Leadership and Organizational Development. May, 2001: 274-80.
- Drucker, P. F., et.al. (2001). Harvard Business Review on Decision Making. HarvardUniversity Press.
- Edwards, N., et.al. (2003). Aging, Heart Disease, and Its Management. Humana Press.
- Finkelstein, S. et.al. (2009). Think Again: Why Good Leaders Make Bad Decisions.Harvard Business School Press.
Cite this Research Paper:
Servant Leadership in the Contemporary Nursing Environment (2013, April 30) Retrieved June 03, 2020, from https://www.academon.com/research-paper/servant-leadership-in-the-contemporary-nursing-environment-152844/
"Servant Leadership in the Contemporary Nursing Environment" 30 April 2013. Web. 03 June. 2020. <https://www.academon.com/research-paper/servant-leadership-in-the-contemporary-nursing-environment-152844/>