The importance of incorporating leadership skill to this profession is evidenced by the vast number of literatures and research studies on nursing leadership, and as a part of the nursing curriculum as Leadership and Management course. …
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Among the leadership styles mentioned in those literatures, servant leadership is quite rarely mentioned from these literatures, and none of these mentioned be-know-do leadership style. This paper will be discussing these two less-frequently utilized leadership styles and will be dealing with their potential application as an addition to the more common leadership styles in the nursing setting in promoting a more effective nursing care planning and patient outcomes.
“And whosoever of you will be the chiefest, shall be servant of all.”
(Mark 10:44, King James Version)
Servant leadership is popularized by Greenleaf (1970) in the 21st century, but was already introduced by Jesus Christ about two thousand years ago, written in the gospels of the apostles in the Bible. A narrow idea of servant leadership is that the person taking the lead is assuming the role of a servant to his followers (i.e. a person leads because it is his duty as a servant to his followers). The leader using this style is motivated by his “deep desire to help others” (Greenleaf Center, 1999). What separates this leadership style from others is the incorporation of the concepts of values and morality, having focus on the aspects of trust, appreciation of others and empowerment (Graham, 1991; Russell, 2001). This style is based on teamwork, involving others, ethics and care, enhancing growth of followers, and improving quality (Greenleaf Center, 1999). ...
Servant leadership is observed in the nursing profession and is seen as a feasible style in the nursing setting (Swearingen & Liberman, 2004). Be-Know-Do Leadership Originated from the United States Army (2004), this leadership style revolves in the concepts of “be”, “know” and “do” geared towards their purpose and direction. The leader assumes the role using his ability to influence others and learning the skills in gaining the trust and commitment of his followers for them to act according to their objectives (Department of the Army, 2006). The character and skills of the leader motivates the action performed by the team. Contrary to the common notion of military leadership, this style is not as simple as “bossing” with people, but every person in the team is assuming both as a leader and as a subordinate, wherein it is pictured as leading the leaders, even among the lowest ranks (Hesselbein & Shinseki, 2004). This style is also transformational, but even if it is apparently autocratic, followers are expected to act instead of waiting for an order. There might be no literatures that support the utilization of be-know-do leadership in the nursing setting, many features of this style can be observed, like nurses being both a leader and a follower, the influential power of the nurse leader to achieve the objectives of patient care (Kelly-Heidenthal, 2003). Application of Clinical Example Servant leadership is more apparent on nurse-patient relationships. One of the nurses’ roles to her patients is being a leader in terms of caring. The nurse, being the patient’s manager of his care, exerts her duty in leading as a servant. An
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