The Business Case for Servant Leadership

By Rose O. Sherman, EdD, RN, NEA-BC, FAAN

In nursing, much has been written about adopting transformational leadership principles but far less about servant leadership. Recent research findings published in JONA’s October issue by authors Anselmo-Witzel, Heitner & Dimitroff provide a strong business case for servant leadership if organizations want to retain Millennial and Generation Z nurses. Significantly positive relationships were found between scores Gen Y nurses gave their managers on the servant leadership scale and their intent to stay. This is essential feedback for new leaders who want to adopt a leadership framework that meets the current nursing workforce’s needs.

Servant leadership, as a leadership philosophy, was first defined by Robert K. Greenleaf. He described servant leaders as those who achieve results for their organizations by attending to the needs of those they serve. A nurse servant leader looks to his/her staff’s needs and continually asks how they can help them solve problems and promote their personal development. The ability to provide service is their primary motivator for seeking a leadership role. Ten characteristics are key to the development of a servant leader:

1. Listening – the servant leader actively listens to the needs of staff and supports them in their decision making.

2. Empathy – the servant leader seeks first to understand the needs of others and empathize with them.

3. Healing – the servant leader helps staff resolve their problems, negotiate their conflicts, and encourage the formation of a healing environment.

4. Awareness – the servant leader has a high degree of emotional intelligence and self-awareness. He or she views situations from a holistic, systems perspective.

5. Persuasion – the servant leader does not use coercive power to influence or persuade but rather their personal powers of persuasion.

6. Conceptualization – the servant leader sees beyond the day to day operations of their unit or department. They can focus on the bigger picture and build a personal vision.

7. Foresight – the servant leader can envision the likely outcome of a situation and is proactive in creating the best consequences.

8. Stewardship – the servant leader is a good steward of the resources and staff that they are given. They feel an obligation to help and serve others without focusing on their own rewards.

9. Commitment to the Growth of People – the servant leader is inclusive of all staff and sees everyone’s value. They attempt to maximize the strengths of all who work with them.

10. Building Community – the servant-leader recognizes the importance of building a sense of community among staff.

Servant leadership is caring leadership and builds trust because followers believe that their leader genuinely cares about their welfare. This psychological safety leads to a higher level of employee engagement. It is a leadership philosophy that is both worth embracing and has a solid return on investment for organizations.

Read to Lead

Anselmo-Witzel, S., Heitner, K.L. & Dimitroff, L.J. (2020). Retaining Generation Y nurses: Preferred characteristics of their nurse managers. Journal of Nursing Administration. 50(10); 508-514.

Greenleaf, R.K. & Spears, L.C. (2002). Servant Leadership: A Journey into the Nature of Legitimate Power and Greatness 25th Anniversary Edition. Paulist Press.

The Greenleaf Center for Servant Leadership

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Read Rose Sherman’s book available now – The Nurse Leader Coach: Become the Boss No One Wants to Leave