Servant Leadership Case Study

together with the nurses who are having problems in order to establish a solution together (Orazietti & Singh, 2014). He engages them, building a trusting relationship, and encourages them, building on the confidence and skill that they already have, in order to succeed in making the change or solving the problem themselves (Morton & Hyrkas, 2012). Transformational leaders believe in looking at the larger picture and dealing with complex issues, which is what Andy seems passionate about and is adamant about motivating others to do. (Orazietti, 2017). Andy believes that leaders need to have ethical beliefs, they “need to care deeply about what they are doing”, and to always keep promises, which establishes trust with others (Orazietti & Singh, …show more content…
Jason came from a family of nurses and this led him to volunteer at a long-term care facility (Orazietti & Singh, 2014). It is here that he became inspired to help others and began on his nursing path (Orazietti & Singh, 2014). His leadership role originated from a desire to serve. Servant leadership is built on the values of caring and service (Orazietti, 2017). Jason’s current work motivation is to serve the students, staff and faculty, which embody the principles of servant leadership (Orazietti & Singh, 2014). He also labels himself as authentic and explains by saying “I am what you get” (Orazietti & Singh, 2014). Nursing leaders do not necessarily fall into one specific leadership style; they may have differing characteristics from supplementary styles (Cummings, 2012). The styles can be adapted to different settings or situations as well as change throughout their careers (Cummings, 2012). This is recognized with the interview of Mary Jane Esplen when she explains her leadership style as being mixed (Orazietti & Singh, …show more content…
Esplen is well accomplished, observably strong-minded and appears confident in her interview. She suggests that she is authoritative at times, which allows her to succeed in bringing the current vision together (Orazietti & Singh, 2014). She goes on to further explain that she withdraws authoritative measures in order to allow the team to take over when necessary (Orazietti & Singh, 2014). This adaptation is consistent with the contingency approach (Sullivan, 2013). According to contingency theory, a leadership style can change from authoritarian style, which involves the leader directing and controlling the activities, to a participative style involving a team approach (Sullivan, 2013). Dr. Esplen’s ability to modify her style based on the environment or situation provides an optimal and effective approach to