MSN560 week2 discussion1
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Aspen University *
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560
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Health Science
Date
Apr 3, 2024
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docx
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Uploaded by ernursetorres
Discussion One: Servant Leadership as a Healthcare Leader
Servant leadership was first coined in 1970 by Greenleaf when he sought to explain a form of service where a leader is a servant first, an element that stems from a natural feeling of one wanting to serve first (DA, 2020). In healthcare, an individual is expected to place the patient's financial, emotional, and physical needs first, with a variety of skills being applied in the process, including awareness, persuasion, listening, and empathy. In addition to individual effort, servant leadership also entails working within a team and relying on the strength of a unit to deliver and meet the needs of its patients. Servant leadership is an important model that can be
used in the ever-changing healthcare industry, considering that its ideals are constant and easily applicable in any healthcare environment (DA, 2020). As a healthcare leader, one must make decisions, collaborate with stakeholders, lead teams, and synthesize and make use of healthcare data. In serving in their capacities, healthcare leaders should be able to focus on meeting the most critical needs of their patients. The essential elements and skills associated with servant leadership are tied to interpersonal interaction and the
development of strong relationships between a leader, their team, and their patients (DA, 2020). As healthcare leaders, one would use skills such as stewardship, commitment to the growth of the health setting culture, community development, persuasion, awareness, empathy, healing, and foresight to guarantee that patients' emotional, physical, and financial needs are met. The primary aim in relation to decision-making and implementation of stories will be focused on meeting the needs of the patients above all, as this is what it entails to be a servant leader (Mostafa & El-Motalib, 2019).
Additionally, as a leader, one should focus on being an example to the rest of the team concerning their behavior, how they relate with the team and the culture's development. Another critical use of servant leadership is creating lasting and quality relationships with patients and clinical teams to ensure that quality and cost of care are maintained at a level suitable for patients
(Mostafa & El-Motalib, 2019). Servant leadership can also help deal with some of the technological, economic, and aging challenges that impact the healthcare industry and most facilities. The servant leadership model is, therefore, vital in ensuring that the needs of patients are met, and the challenges faced in most healthcare facilities are met (Mostafa & El-Motalib, 2019). For instance, in dealing with financial challenges that patients may face, healthcare leaders can opt to first offer care and then seek medical bills later, considering that this is the action that will meet the foremost needs of the patient. References
DA, L. H. (2020). Servant Leadership in the Medical Practice. The Journal of Medical Practice Management: MPM, 35(6), 341-346.
Mostafa, A. M. S., & El-Motalib, E. A. A. (2019). Servant leadership, leader–member exchange, and proactive behavior in the public health sector. Public Personnel Management, 48(3), 309-324.
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