35^th Global Nursing Care and Education Conference

Biography

Biography: Jamesetta A Halley-Boyce

Abstract

Leadership has been the topic of discussion for centuries; Schools of Business delight in educating leaders. Mintzberg’s classic article entitled, “What Do Manager’s Do,” (HBR, 1973) seeks to define management roles verses leadership. From Aristotle to Bible leaders, there has always been the belief that to lead is to be a servant. Many would argue that being a servant, being humble, is in contemporary times, a sign of weakness in a leader. Yet, Greenleaf, who introduced the concept of Servant Leadership in his writing and Havard with his dissertation on Virtuous Leadership were both confident of the leader’s ability to achieve success. The observer could be assured of the successful outcomes of those leaders who apply one or better in concert, both, of these leadership styles, are favored with success in the delivery of Healthcare today. Servant Leadership seeks first to serve the interest of the followers encouraging the followers to assure the accomplishment of the organization’s goals and fulfill the organization’s mission. It is the concept of “Caring for the Caregivers,” who will in turn give their very best Nursing care to their patients. Advancement of a shared version is achieved by addressing the highest priority needs, empowering and developing followers who themselves will become servant leaders as well. Virtuous Leadership ignites a contagious effect to strive for personal/individual greatness, while simultaneously empowering followers to reach their fullest potential. The two styles are complementary and when utilized in concert, exponentially enhances the effectiveness of the leader, the performance and engagement of the followers and assures the delivery of care that is compassionate, therapeutic, safe, financially sound and culturally appropriate in an organization where the leaders at every level of the hierarchy are Magnanimous, Inclusive Servant Leaders.