SERVANT LEADERSHIP IN HEALTHCARE: A MODEL FOR NURSING, PHARMACY, AND CLINICAL MANAGEMENT

Abstract

This study examines servant leadership as a model for healthcare environments, with specific focus on nursing, pharmacy, and clinical management. Drawing on systematic reviews and empirical research, we explore how servant leadership—characterized by prioritizing others' needs, fostering development, and creating supportive environments—aligns with healthcare's service-oriented mission. The paper synthesizes servant leadership's conceptualization in healthcare, identifying nine core dimensions including ensuring autonomy, caring for others, and nurturing collaboration. We analyze theoretical frameworks explaining servant leadership's effectiveness, particularly social exchange theory, self-determination theory, and conservation of resources theory. Empirical evidence demonstrates that servant leadership contributes to improved job satisfaction, reduced burnout, enhanced wellbeing, increased organizational commitment, and improved team dynamics among healthcare professionals. Implementation strategies include leadership development programs, organizational culture alignment, and addressing barriers such as time constraints and hierarchical traditions. While challenges exist, servant leadership offers a compelling approach for addressing contemporary healthcare challenges while preserving the human dimension of care, suggesting significant potential for transforming healthcare delivery across nursing, pharmacy, and clinical management domains.