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Created by: Abagail Wetzel, Joselyn Walsworth, Hayley Monforte, and Stefanie Austin 

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Created by: Abagail Wetzel, Joselyn Walsworth, Hayley Monforte, and Stefanie Austin 

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Dillon, T. H. (2001). Authenticity in occupational therapy leadership: A case study of a servant leader. American Journal of Occupational Therapy, 55, 441–448.

Dunbar, S. B. (2015). An occupational perspective on leadership theoretical and practical dimensions. Thorofare, NJ: Slack.

Levering, R., Moskowits, M. (2000). The 100 best companies companies to work for in America. Fortune, 1, 82-110.

Niell, M., Hayward, K., S., Peterson, T. (2007). Student’s perceptions of the interprofessional team in practice through the application of servant leadership principles. Journal of Interprofessional Care, 21(4), 425-432.

Parris, D. L., & Peachey, J. W. (2013). A systematic literature review of servant leadership theory in organizational contexts. Journal of Business Ethics, 113(3), 377-393. doi: 10.1007/s10551-012-1322-6

Sendjaya, S., Sarros, J. C., & Santora, J. C. (2008). Defining and measuring servant leadership behaviour in organizations. Journal of Management Studies, 45(2), 402-424. doi:10.1111/j.1467-6486.2007.00761.x

What is Servant Leadership? (n.d.). Retrieved from https://www.greenleaf.org/what-is-servant-leadership/

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Dillon, T. H. (2001). Authenticity in occupational therapy leadership: A case study of a servant leader. American Journal of Occupational Therapy, 55, 441–448.

A servant leader is an individual who focuses on the growth and well-being of the people and the communities to which they belong (Dillon, 2001). A research study conducted by Dillon examined the work of Sister Genevieve Cummings, an occupational therapist, who was identified by clients and co-workers as a servant leader. Throughout the study, Dillon outlined four major themes and 25 subthemes in the complete data analysis. The four major themes included the following: enabling others, focusing on the greater good, collaborative visioning, and leadership through caring and service (Dillon, 2001). Sister Genevieve was an occupational therapy educator at the College of St. Catherine who continuously practiced each of these themes. Sr. Genevieve did not allow her busy outside schedule to interfere with her students’ needs (Dillon, 2001). In addition, Sr. Genevieve, a servant leader, had a way of listening that allowed her to focus on the details of discussion and process the information (Dillon, 2001). Being a focused listener is important when treating clients in order to build rapport. “Everyone counts” was another subtheme that Dillon found when conducting this research on servant leadership. Sr. Genevieve had a natural respect and concern for all persons in the aspects of her personal and professional life. Lastly, additional characteristics of a servant leader that Sr. Genevieve identified with are that she provided for her community and believed that changes begin internally. The servant leadership Sr. Genevieve implemented had a positive impact on the field of occupational therapy and occupational therapy education, and these positive outcomes will continue to serve as model for individuals in this profession.

Niell, M., Hayward, K., S., Peterson, T. (2007). Student’s perceptions of the interprofessional team in practice through the application of servant leadership principles. Journal of Interprofessional Care, 21(4), 425-432.

Researchers Niell, Hayward, and Peterson concluded that servant leadership is essential to effective interprofessional practice. The integration of servant leadership emphasizes that serving the needs of others and creating the use of shared power to enhance effectiveness of the professional role (Niell, Hayward, Peterson, 2007). To practice effective servant leadership the healthcare team must aim to be effective and exhibit strong skill while using their creativity, and by sharing responsibility to meeting goals that are identified by the patient. Interprofessional team practice in the delivery of wellness services has demonstrated favorable patient outcomes including reduced loss of functional ability, improvement in activities of daily living, and decreased use of acute care settings. (Niell, Hayward, Peterson, 2007) Overall, health care teams are working to meet the needs of a rapidly growing older adult society.

Parris, D. L., & Peachey, J. W. (2013). A systematic literature review of servant leadership theory in organizational contexts. Journal of Business Ethics, 113(3), 377-393. Retrieved from: http://dx.doi.org.ezproxy.gvsu.edu/10.1007/s10551-012-1322-6
The following conclusions were drawn from 10 articles Related to servant leadership. In reference to cross-cultural applicability, SL is accepted and practiced in various cultures; however, components of SL have different weights. Team level effectiveness is also influenced by aspects of SL. Strong evidence supports the statement that SL leads to increased trust between leader and organization as well as enhanced collaboration. Followers of an SL report increased job satisfaction, positive work climate, increased creativity, and increased commitment. Overall,  this review of servant leadership revealed that servant leadership (SL) is a viable theory that helps organizations grow and improves the well-being of followers.

Sendjaya, S., Sarros, J. C., & Santora, J. C. (2008). Defining and measuring servant leadership behaviour in organizations. Journal of Management Studies, 45(2), 402-424. doi:10.1111/j.1467-6486.2007.00761.x

The Journal of Management Studies published an article that contributed to the research of servant leadership by defining and measuring servant leadership behavior in organizations. The authors developed and evaluated the validity of a multidimensional measure of servant leadership behavior (Servant Leadership Behaviour Scale). The study consisted of two empirical studies used to triangulate a literature review and establish psychometric properties. In Study 1, content validity was assessed. In study 2, evidence of reliability, internal consistency, unidimensionality and discriminant validity using confirmatory factor analysis was assessed. Study 1 found that the measure was high in content validity and conceptually clean. Study 2 resulted in the deletion of several items and adjusted the measure to be user friendly. These two studies allowed for the development and validation of a sound measure of servant leadership in organizations. This measure has the potential to inform assessment, selection, promotion, and performance evaluation decisions.

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Leadership Style Linked to Character from Pop Culture (Ratatouille)

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Leadership Style Linked to Character from Pop Culture (Ratatouille)

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Remy

The fictional character, Remy, in the popular Disney movie Ratatouille, displays servant leadership characteristics that deem him a servant leader. Throughout the film, Remy takes action to fulfil his dream of becoming a chef, as he inspired to contribute to the greater good of the world. His goal was not to be recognized as a chef, but to contribute to the lives of others, such as Linguini, his family, and the rat community. For example, Remy’s amazing cooking talent helped increase Linguini’s quality of life by helping him succeed as a restaurant owner and make positive connections with others in the Paris community. In addition, Remy’s skill and motivation to change the world empowered his family of the Promised Land, meaning that they are more than filthy rodents and can become more than what society thinks of them.

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Summary of the Application of the Leadership Style from the Literature

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Summary of the Application of the Leadership Style from the Literature

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Principles of service and altruism are consistently identified within professional literature regarding occupational therapy (OT) practice (Dunbar, 2009).  In recent years, scholars and practitioners have begun to conceptualize the benefit of integrating ethics into the foundation of leadership, thus resulting in Servant Leadership Theory. Servant leadership deviates from corrupt, self-centered leadership styles and places emphasis on ethics, virtue, and morality (Paris & Peachey, 2012). Dillion (2001) defines a servant leader as an individual who focuses on the growth and well-being of the people and the communities to which they belong.

Applying this leadership to OT practice could result in a variety of positive outcomes. In a review of  best companies to work for in the U.S,  servant leadership aspects were apparent in all of the top-ranked companies listed (Levering and Moskowits, 2001). These aspects included openness, fairness, trust, service, improving mankind, and uniting a team with a common vision. Being a servant leader means enabling others, respecting differences, seeking to understand, and empathizing with others (Dillion, 2001).

Quiet confidence, genuineness, and dedication to both clients and co-workers are promoted in OT practice. Sister Genevieve Cummings, an occupational therapist who possess these traits, was recognized by clients and co-workers as a servant leader (Dillion 2001). Sr. Genevieve did not allow her busy outside schedule to interfere with her students’ needs. Servant leadership was illustrated through her genuine care and selfless concern for others. She had a way of listening that allowed her to focus on the details of discussion and process the information (Dillion, 2001). Sr. Genevieve's had a natural respect and concern for all persons in the aspects of her personal and professional life (Dillion,2001). A servant leader is also one who is better than most at leading people toward an identified goal, is accepting and empathetic, and is never rejecting (Dillon, 2001). Lastly, additional characteristics of a servant leader that Sr. Genevieve identified with are the way she provided for her community and believed that changes begin internally (Dillon, 2001). As occupational therapy practitioners, it is crucial to advocate for the community, clients, and the profession and continue to spark patients’ intrinsic motivation.

Servant leadership values and principles lie at the very core of the OT profession. Therefore, these concepts should be sought after and embodied by practitioners in an effort to unify and strengthen the OT vision. As an occupational therapist, it is important to put the needs of the clients first, establish rapport, work as a team, and exhibit focused listening, empathy, compassion, and understanding.  Helping clients reach their goals and showing empathy is ongoing in occupational therapy practice.  Perhaps the most important take-away from this leadership style is that everyone counts, all of the time. This idea should be grounding for the practitioner during the OT process from beginning to end.

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Servant leadership is a style of leadership that embodies a humanistic approach to guiding and supporting subordinates. Servant leaders prioritize others needs above their own and strive to develop their follower’s personal and professional growth. Servant leaders routinely self reflect on the effectiveness of their leadership strategies to ensure they are meeting the needs of the people and community. All in all, servant leadership seeks to promote development in employees with limited promotion of self (Dunbar, 2015).

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Servant leadership, a concept developed by Robert K. Greenleaf, begins with a natural drive that one wants to serve and lead others in their community. While leading these individuals, servant leaders focus on their growth and well-being while helping them develop and perform at the highest level. Additionally, a primary characteristic of servant leadership is putting others needs first and leading people for the greater good. Characteristics of servant leadership that relate to occupational therapy include listening, empathy, healing, awareness, foresight, and commitment to the growth of people and building the community (Dunbar, 2015). All in all, this style of leadership aims to enable change rather than force change through authority.

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Servant leadership is unique in that the leader holds a servant mentality rather than an authoritarian ruler. Servant leaders seek the promotion of service from an organizational perspective and instill ideals of compassion, ethical standards, integrity and honest business dealings.  Characteristics of servant leadership includes openness, fairness, a culture of trust, improving humanity and service to others. Overall, servant leaders instill a team feeling that stands for something good.  Previously, servant leadership has been shown to reduce turnover, increase employee satisfaction and professional growth and the create a trust culture with increased loyalty. The limitations of this style are a lack of appreciation and knowledge about servant leadership and lack of confidence about its effectiveness and overall fear of change (Dunbar, 2015).

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Real Life Example of Servant Leadership Being Implemented 

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Real Life Example of Servant Leadership Being Implemented 

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Servant leaders, like Martin Luther King Jr., are motivated by the greater good. His actions were not intended to benefit himself, but rather many people, communities, and the human race. Martin Luther King Jr. did not lead the people by telling them what to do, instead he focused on the needs of others within the community, as he was concerned about the improvement in equality and growth of civil rights. He displayed active listening and empathy to understand the needs of the people. He demonstrated compassion by looking for a solution to benefit everyone, and skill by helping the United States achieve the goal of ending racism and securing rights for African Americans by passing the Civil Rights Movement. He used the power of persuasion, not domination, to help people to choose the path of inclusion and equality instead of demanding it.