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In the leadership literature, servant leadership is often presented as a particularly ethical leadership style. [ 25 ] [ 26 ] A 2021 paper published in the Journal of Management History explained why servant leadership poses a number of risks and limitations, particularly with regard to ethical issues and dilemmas. [ 26 ]
A leadership style is a leader's method of providing direction, implementing plans, and motivating people. [1] Various authors have proposed identifying many different leadership styles as exhibited by leaders in the political, business or other fields.
The charge nurse is responsible for making sure nursing care is delivered safely and that all the patients on the unit are receiving adequate care. They are typically the frontline management in most nursing units. Some charge nurses are permanent members of the nursing management team and are called shift supervisors.
The Three Levels of Leadership model attempts to combine the strengths of older leadership theories (i.e. traits, behavioral/styles, situational, functional) while addressing their limitations and, at the same time, offering a foundation for leaders wanting to apply the philosophies of servant leadership and "authentic leadership".
A leadership style is a leader's way of providing direction, implementing plans, and motivating people. It is the result of the philosophy, personality, and experience of the leader. Rhetoric specialists have also developed models for understanding leadership. [110] Different situations call for different leadership styles.
In 1970 Greenleaf published his first essay, titled "The Servant as Leader", which introduced the term "servant leadership". Later, the essay was expanded into a book, which is perhaps one of the more influential management texts yet written. The Servant Leadership movement was born. Of his philosophy, Robert Greenleaf wrote in "Essentials",
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While leaders with different types showed correlations with other leadership styles. The altruistic-nurturing type correlated with servant leadership, analytic-autonomizing leaders correlated with transactional leadership, and those with a flexible-cohering type correlated with situational leadership. [15]