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Principles of Servant-Leadership in Community Health Nursing: Management Issues and Behaviors Discovered in Ethnographic Research

Seton Hall University, South Orange, NJ

^* To whom correspondence should be addressed. E-mail: sturmbon{at}shu.edu.

	Abstract

This article discusses the outcomes of a secondary analysis of ethnographic research data, focusing specifically on management issues and behaviors which can help the reader to visualize evidence-based examples of servant-leadership, a transformational leadership model that seeks to empower members of an organization to act as both servants and leaders within a work environment of mutual respect, trust, and collaboration. Participants included nurses, supervisors, administrators, and others observed and interviewed in the agency and nurses accompanied on home visits. Analysis revealed leadership behaviors and issues which are clarified through example(s) and sorted into three thematic categories: respect and valuing of one as a unique individual, affirmation of professional judgment and fair treatment regarding workload, and collaboration with supervisors and administrators in a spirit of willingness. A servant-leadership model can support personal and professional growth, empowering nurses to play a leadership role and thereby increasing nurse collaboration, satisfaction, and retention.

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