Reportsamahalnamasarappanaman-report.pptx

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1. T he Spirituality of Servant Leadership in Nursing

2. The greatest among you must become like the youngest and the leader like the one who serves. LUKE 22:26-27

3. SERVANT LEADERSHIP: A SACRED CALLING Ten Characteristics of the Servant-Leader (Larry C. Spears, 2003) L istening H ealing A wareness P ersuasion C onceptualization F oresight S tewardship C ommitment to the growth of people B uilding community

4. A Review of Servant Leadership Attributes: Developing a Practical Model (Robert F. Russell and A. Gregory Stone, 2002) Eleven accompanying attributes of servant leadership: Communication Credibility Competence Stewardship Visibility Influence Persuasion Listening Encouragement Teaching Delegation 20 servant leader attributes Nine functional attributes: Vision Honesty Integrity Trust Service Modeling Pioneering Appreciation of others Empowerment

5. Robert Greenleaf Servant leadership is not inherently spiritual or religious in nature, one can indeed locate a human “sacredness” in its underlying philosophy. Servant leadership “begins with the natural feeling that one wants to serve, to serve first” and “the care taken by the servant leader is to make sure that other people’s highest priority needs are being served”. Servant leaders are to place others’ needs before their own and to serve those over whom they assume leadership.

6. An introduction to Catholic Servant Leadership by counselor and Aikido martial arts sensei Tim Warneka , who presents a global image of servant leadership for the world community. Warneka observed poignantly that “today’s world cries out for people who can lead with a global perspective. We need leaders who lead from the heart as well as the mind…leaders who can act ethically, intentionally, and with respect…Most of all we need leaders who understand that the primary function of a leader is to serve, not to be served. The 10 principles of servant leadership (Tim Warneka ) Love Humanity Right use of Power Leadership as spiritual practice Leadership as a Journey of Faith Building an Embodied Peaceful Presence Valuing Community Seeking Personal Transformation Understanding the Universal Lifelong Learning

7. “Leadership and Followership” (Nurses Theresa Valiga and Sheila Grossman) Six Leadership Competencies: Leaders must foster a clear vision with an endowed purpose that is owned by the people involved with the leader. Leaders must keep reminding people of what is important. Leaders must be optimistic and see possibilities. Leaders must create a culture of candor. Leaders must mentor others and acknowledge their ideas and accomplishments. Good leaders must be in tune to getting results. SERVANT LEADERSHIP IN NURSING

8. Transformational leadership theory Both leaders and followers act on one another to raise their motivation and performance to higher level. Depends on the concept of empowerment, in which all parties are allowed to work together, to the best of their ability, to achieve a collective goal. The process trans

9. Patricia Campbell and Pamela Rudisill identified and described how 6 of Larry Spears' 10 characteristics of servant leadership might be applied in the role of the nursing leader. Listening - important for nursing leaders who may not consider all variables within and outside of our control. Awareness - permits the nurse leader to plan and implement strategies to address needs in a proactive manner. Persuasion - a consistent, fair and reasonable individual, who can exhibit a strong and persuasive influence. Foresight - was viewed as essential for nurse leaders who must be visionary leaders with a road map in place for followers. Stewardship - the responsibility and accountability for managing resources in an appropriate manner. Commitment to the growth of individuals - the involvement of nursing staff in the decision-making process and results in positive outcomes.

10. (Sandra Swearingen and Aaron Liberman) - Listening as truly listening to what nurses are saying about their profession is the first step of solving many of its problems. - Empathy as distinct generations working in the profession. - Healing as desperately needed to heal relationships among those that heal others. - Awareness as aware of the influences on their industry and the resulting problems that stem from the state of health care today. - Persuasion as avoidance of top-down leadership which is oppressing the nursing profession and consensus building in nursing leadership is an area that needs development. - Conceptualization as vision to create healthy, healing, work cultures. - Foresight as leadership must take lessons from the past, incorporate them with the present and foresee the consequences of the decisions on the future. - Stewardship as first and foremost a commitment to serving the needs of others. - Commitment to the growth of people as nurses need and want mentorship. There is always something new to learn. - Building community as most healthcare workers spend more waking hours at work than they do in their own homes, there is a need to build communities to meet the needs of all stakeholders in the organization.

11. Huber enhances the personal growth of nurses, improves the quality of care, values teamwork and promotes personal involvement and caring behavior. Neill and Saunders servant leadership encompasses a powerful skill set that s particularly effective in implementing a team approach to the delivery of nursing practice. Model not only encourages the professional growth of nurses but also simultaneously promotes the improved delivery of healthcare services through a combination of interdisciplinary teamwork, shared decision making and ethical behavior.

12. You are my servant whom I have chosen. ISAIAH 43:10

13. REFERENCES: Agosto, E. (2005). Servant leadership: Jesus and Paul. St. Louis, MO: Chalice Press. Barbuto , J. E., & Wheeler, D. W. (2006). Scale development and construct clarification of servant leadership. Group & Organizational Management, 31(3), 300-326. Blanchard, K., & Hodges, P. (2003). The servant leader: Transforming your heart, head, hands and habits. Nashville, TN: Countryman. Blanchard, K., & Hodges, P. (2005). Lead like Jesus: Lessons from the greatest leader of all time. Nashville, TN: Thomas Nelson, Inc. Bower, F. L. (1994), Servant leadership... president's message. Reflections, 20(4), 4-5. Bowles, A., &r Bowles, N. B. (2000). A comparative study of transformational leader ship in nursing development units and conventional clinical settings. Journal of Nursing Management, 8(2), 69-76.

14. Campbell, P T., & Rudisill , P. T. (2005). Servant leadership: A critical component for nurse leaders. Nurse Leader, 3(3), 27-29. Carroll, P. (2006). Nursing leadership and management: A practical guide Clifton Park, NY Thomson Delmar Learning Deckard, G. J. (2009), Contemporary leadership theories. In N. Borkowski (Ed.), Organizational behavior, theory and design in health care (pp. 203-222). Sudbury, MA: Jones and Bartlett. Dennis, R. S., & Bocarnea , M. (2005). Development of the servant leadership assessment instrument. Leadership and Organization Development Journal, 26(8, 600-615. Dossey, B. M. (2005). Florence Nightingale's tenets: Healing, leadership, global action. In B. M. Dossey, L. C. Selanders , D. Beck, & A. Attewell (Eds.), Florence Nightin gale. Healing, leadership, global action (pp. 9-15). Silver Spring, MD: American Nurses Association.

15. Thankyou for Listening!!!