Servant Leadership
Student’s Name
Affiliated Institution
仆人领导代写 Servant Leadership：Abstract：There are various styles of leadership which the servant leadership is one of them ···
Abstract
There are various styles of leadership which the servant leadership is one of them. The term servant leadership was developed by Robert Greenleaf in 1970s to describe leaders who motivate and influence others through skills development and relationship building of the people they lead (Grill, 2015).
This paper will discuss the common positive traits possessed by successful leaders and also compare and contrast the servant leadership versus traditional leadership as an effective tool in the organization’s culture. The benefits for a leader in a healthcare organization using servant leadership and traditional leadership will also be discussed. The servant leadership will be contrasted with traditional leadership. Ideally, there exist pros and cons for various leadership styles compared to servant leadership.
Servant Leadership 仆人领导代写
Leadership is the ability to have other people follow of and your actions without force. A leader is visionary and knows the direction to take. The term “servant leadership” was introduced by Robert Greenleaf as a type of leadership styles that the leader is the servant to the followers but not the other way round. The followers are motivated and developed to achieve the organizational goals. A servant is responsible for his or her followers and does things for their interest.
Traditional leadership
Traditional leadership is characterized by the power and control being implied by traditions of the position of power that were previously held; the power defined by the position established, therefore, the followers virtually respect the position rather than the individuals in that position; and that the promotions are not done on merits but rather based on office politics and favoritism. However, Traditional leadership is in contrast to servant leadership which is mostly influenced by the Christian faith. People are called to serve even in the position of leadership. The powers and control of the leaders are guided by the Christian faith. In servant leadership, power and control are bestowed on the followers.
Benefits of servant leadership over traditional leadership in a healthcare organization 仆人领导代写
Healthcare organization has a complex management and therefore need a leader who has a personal sacrifice to serve the people. Therefore, the healthcare organization is the ideal for the use of servant leadership mindset of serving the followers. The healthcare organization requires caring for the patients and being ethical and application of professional core values. The values of healthcare organizations align well with the values of servant leadership. Traditional leadership style may fail to care for the followers but require the followers to care for the leader by the virtue of the positional authority, thus not applicable in the healthcare organization.
Servant leadership encourages relationship building and personal development among service providers within the healthcare organizations (Boomer, 2010). These help the service providers to practice care and support for others a virtue that lacks in traditional leadership.
The servant leadership is strongly related to the job satisfaction especially in health organizations (Gunnarsdottir, 2014).
When a patient is well cared for, there is trust, cohesion, teamwork and shared goals, healthcare service provision is improved. On the contrary, traditional leadership fails to build relationships among the service leaders and leaders personal development, therefore, lack the practice of care and support to the patient.
Servant leadership is greatly associated with the patient-centered care. To achieve patient-centered care and improve patient satisfaction the service provider exhibit listening, empathy, and healing. Traditional leadership is self-centered mainly for those in power and control and therefore not applicable in the healthcare organization.
Benefits the wider workforce: The servant leadership has the benefit of building better teamwork, good communication, and increase workers morale and personal development (Tumerman, 2012). On another hand, traditional leadership is mostly suppressed by the efforts to build better communication, it is also characterized by low workers morale thus lacks wider workforce.
Higher leader confidence and application leadership skills: Good management and leadership behaviors are ideal for the better working environment (Saleh et al, 2004). It becomes inspiring to the workers and become proactive in the achievement of the organization objectives. Traditional leadership lacks good management and leadership behaviors which most are detrimental to the workforce.
Disadvantages of traditional leadership 仆人领导代写
Traditional leadership contradicts employees’ empowerment compared to servant leadership which encourages and create room for employees’ motivation. Traditional leadership, therefore, tends to limit the employee empowerment because it views employees to have low ambitions, hates working and lack capacity to make business decisions.
The employees’ motivation is limited by traditional leadership style which assumes that by paying a reasonable salary and other benefits will motivate employees. This view is a limiting tool in employee motivation and morale for putting more effort into their work. This leadership style also restricted communication between various levels of the organization. The organizational structure tends to be the limiting factor where ranks and levels restrict information flow from the senior managers to the line managers and supervisors.
Traditional management does not allow room for employees’ creativity by thinking outside the confines of the standards set by the organizational standards. This leadership style is based on a structured workplace where employees are controlled by strict standards of professionalism and performance indicators which restrict their thinking to new perspectives on seeing their work.
Pro and Cons for a leader to have a high degree of positive personal traits 仆人领导代写
Pros for positive personal traits
Servant leadership shows higher emotional intelligence which is the attachment and needs to care for others people. These leaders exhibit this trait with provider-patient interaction and relationships which build patient and job satisfaction. The leaders are committed to providing their services unreservedly by taking care of their patients and remain focused on their responsibilities. This level of commitment is manifested through their willingness to serve rather than being served.
The ability to be a change maker of the servant leaders continue to make their style of leadership stand out among other leadership styles. For instance, doctors and nurses work hard to make a difference in the lives and health of their patients. They are capable and willing to make a difference contrary to the traditional leadership which sees it as the responsibility of the followers to make a difference.
Servant leaders are empathetic hence understand and share the feelings of their patients. 仆人领导代写
They know when other people are suffering because they feel it too and are willing to help. This trait is important especially for the patient care where the service provider needs to empathetic to the patients.
The servant leaders are willing to care, help, and the concern for others which give them healing power. They don’t want to see other people suffer whereas they can do something about their suffering. Therefore, they do what is good for the people and for the people. This trait is critical especially in healthcare organization because the patient needs care and concern for their health.
Servant leaders are self-aware of the principles of ethics, values, and powers. They know their limits, responsibilities, and obligations when serving the patients. This is important to the organization core principles, vision and mission. Their power of persuasion makes them more appealing to the people. In management, the leader does not use their positional authority to coerce the followers, instead, they reason together for the course of action.
Cons for positive personal traits of a servant leader
Servant leadership takes time to achieve significant results. Being a successful servant leader is not an easy task. It takes sacrifice, commitment and time to make a significant impact on the organizational culture.
Critics have it that it is the overrated style of leadership which ideally may not exist. Some of the traits that are attributed to the servant leader are considered to be unachievable in the real practice of leadership. Critics say that a mix for other leadership styles is inevitable.
References 仆人领导代写
Boomer, C. B. (2010). Creating the conditions for growth: A collaborative practice development programme for clinical nurse leaders. Journal of Nursing Management, 18(6), 633-644
Gill, E. (2015). Servant leadership: Quotes and definition of the model. Concordia Online Education. Retrieved from http://www.concordiaonline.net/what-is-servant-leadership/
Gunnarsdóttir, S. (2014). Is servant leadership useful for sustainable Nordic healthcare? Nordic Journal of Nursing Research & Clinical Studies, 34(2), 53-55.
Saleh, S. S. W., Dwight., Balougan., Modinat. (2004). Evaluating the effectiveness of public health leadership training: the NEPHLI experience. American Journal of Public Health, 94(7), 1245-1249.
Tumerman, M. C. (2012). Increasing medical team cohesion and leadership behaviors using a 360-degree evaluation process. WMJ: Official Publication of the State Medical Society of Wisconsin, 111(1), 33-37.
仆人领导
学生的名字
附属机构
仆人领导代写 仆人领导：摘要：仆人领导就是其中的一种领导风格···
抽象的
领导的形式有很多种，其中仆人的领导就是其中之一。 “仆人领导”一词是罗伯特·格林利夫（Robert Greenleaf）在1970年代提出的，用于描述通过技能发展和与他们领导的人建立关系来激励和影响他人的领导者（Grill，2015年）。
本文将讨论成功领导者具有的共同积极特质，并比较和对比仆人领导与传统领导作为组织文化中的有效工具。还将讨论使用仆人领导和传统领导的医疗保健组织领导的好处。仆人的领导将与传统的领导形成对比。理想情况下，与仆人领导相比，存在各种领导风格的利弊。
仆人领导
领导能力是让他人跟随并让您的行为无力的能力。领导者有远见，并且知道要采取的方向。罗伯特·格林利夫（Robert Greenleaf）引入了“仆人领导”一词，作为一种领导方式，即领导者是追随者的仆人，而不是相反。追随者的动机和发展是为了实现组织目标。仆人应对其追随者负责，并为他们的利益做事。
传统领导
传统领导的特点是以前所掌握的权力位置传统暗含着权力和控制。因此，追随者实际上尊重该职位，而不是该职位的个人；晋升不是基于功绩而是基于办公室政治和偏itis。但是，传统领导与仆人领导形成对比，后者主要受基督教信仰的影响。人们甚至被要求担任领导职务。领导人的权力和控制是在基督教信仰的指导下进行的。在仆人的领导中，权力和控制权赋予跟随者。
在医疗保健组织中，仆人领导相对于传统领导的好处
医疗保健组织的管理很复杂，因此需要一个为个人服务而牺牲的领导者。因此，医疗机构是使用服务于追随者的仆人领导心态的理想选择。医疗保健组织要求照顾患者并遵守职业道德并遵守专业核心价值观。医疗机构的价值观与仆人领导的价值观非常吻合。传统的领导风格可能无法照顾到跟随者，但需要依靠跟随者的位置权限来照顾跟随者，因此不适用于医疗机构。
仆人领导层鼓励医疗组织内服务提供商之间的关系建立和个人发展（Boomer，2010年）。这些帮助服务提供者实践护理和对他人的支持，这是传统领导力所不具备的。
仆人的领导力与工作满意度密切相关，尤其是在卫生组织中（Gunnarsdottir，2014年）。
当患者得到妥善护理，信任，凝聚力，团队合作和共同目标时，医疗服务将得到改善。相反，传统领导无法建立服务领导者和领导者个人发展之间的关系，因此缺乏对患者的关怀和支持。
仆人领导与以病人为中心的护理紧密相关。为了实现以患者为中心的护理并提高患者满意度，服务提供商应表现出倾听，同情和康复的能力。传统领导力以自我为中心，主要是针对掌权者和控制者，因此不适用于医疗机构。
受益于更广泛的劳动力：仆人领导层的好处是建立更好的团队合作，良好的沟通以及提高员工士气和个人发展（Tumerman，2012年）。另一方面，传统的领导力大多受到建立更好的沟通的努力的压制，它的特征还在于工人士气低落，因此缺乏更广泛的劳动力。
更高的领导者信心和应用程序领导技能：良好的管理和领导行为对于更好的工作环境是理想的（Saleh et al，2004）。它激发了员工的灵感，并积极地实现了组织目标。传统领导缺乏良好的管理和领导行为，这最不利于员工。
传统领导的缺点
与仆人领导相比，传统领导与雇员的授权相矛盾，后者鼓励并为雇员的动力创造空间。因此，传统领导往往会限制员工的权能，因为它认为员工的野心低落，讨厌工作并且缺乏做出业务决策的能力。
员工的动力受到传统领导风格的限制，传统的领导风格假定通过支付合理的薪水和其他福利将激励员工。这种观点是限制员工积极性和士气的工具，他们需要在工作中投入更多的精力。这种领导风格也限制了组织各个级别之间的沟通。组织结构往往是限制因素，级别和级别限制了信息从高级管理人员流向直属管理人员和主管的能力。
传统管理不允许在组织标准所设定的标准范围之外进行思考，从而为员工的创造力留出空间。这种领导风格是基于结构化的工作场所，在该场所中，员工受到严格的专业水准和绩效指标的控制，这将他们的思维限制在查看工作的新视角上。
领导者具有高度积极的个人特质的优点和缺点
积极的个人特质的优点
仆人的领导表现出更高的情商，这是一种依恋，需要照顾别人。这些领导者通过提供者与患者之间的互动以及建立患者和工作满意度的关系来展现这一特征。领导者致力于通过照顾患者而毫无保留地提供服务，并始终专注于他们的责任。他们的奉献精神是通过他们服务而不是被服务的意愿体现出来的。
成为仆人领导者的变革创造者的能力继续使他们的领导风格在其他领导风格中脱颖而出。例如，医生和护士努力工作以改变患者的生活和健康。他们有能力并且愿意做出改变，这与传统的领导者相反，后者认为追随者有责任做出改变。
仆人领导很善解人意，因此了解并分享患者的感受。仆人领导代写
他们知道别人何时受苦，因为他们也感到痛苦并愿意提供帮助。对于服务提供者需要同情患者的患者护理而言，此特征尤其重要。
仆人的领导者愿意照顾，帮助和关心其他给予他们治愈能力的人。他们不想看到其他人遭受痛苦，而他们可以为自己的痛苦做些事情。因此，他们做对人民和对人民有益的事情。此特征在医疗机构中尤为重要，因为患者需要照顾和关心自己的健康。
仆人领导人对道德，价值和权力的原则具有自我意识。在为患者服务时，他们知道自己的局限性，责任和义务。这对于组织的核心原则，愿景和使命很重要。他们的说服力使他们对人民更具吸引力。在管理中，领导者不使用其职位权限来胁迫追随者，相反，他们一起推理行动的过程。
仆人领导者正面个人特质的缺点
仆人领导需要时间才能取得显著成效。成为一名成功的仆人领袖并非易事。对组织文化产生重大影响需要付出牺牲，投入和时间。
评论家认为，理想情况下可能不存在被高估的领导风格。在实际的领导实践中，归因于仆人领导者的某些特质被认为是无法实现的。批评人士说，不可避免地会混合使用其他领导风格。
References 仆人领导代写
Boomer, C. B. (2010). Creating the conditions for growth: A collaborative practice development programme for clinical nurse leaders. Journal of Nursing Management, 18(6), 633-644
Gill, E. (2015). Servant leadership: Quotes and definition of the model. Concordia Online Education. Retrieved from http://www.concordiaonline.net/what-is-servant-leadership/
Gunnarsdóttir, S. (2014). Is servant leadership useful for sustainable Nordic healthcare? Nordic Journal of Nursing Research & Clinical Studies, 34(2), 53-55.
Saleh, S. S. W., Dwight., Balougan., Modinat. (2004). Evaluating the effectiveness of public health leadership training: the NEPHLI experience. American Journal of Public Health, 94(7), 1245-1249.
Tumerman, M. C. (2012). Increasing medical team cohesion and leadership behaviors using a 360-degree evaluation process. WMJ: Official Publication of the State Medical Society of Wisconsin, 111(1), 33-37.
