Can using a servant-leadership model of supervision mitigate against burnout and secondary trauma in the health and social care sector?

Abstract

Purpose This paper aims to set out a model of servant leadership that can be infused within a supervisory setting to mitigate employee burnout and negative stressful experiences in the health and social care sector. Design/methodology/approach A brief targeted review of the literature was undertaken to assess the prevalence of burnout in the health and social care sectors. The supervision literature was also explored. The outcomes associated with servant leadership were also distilled, focusing on employee well-being. Findings Research suggests that burnout and related concepts such as secondary trauma and compassion fatigue impact these professions disproportionately. At the same time, servant leadership is suggested to mitigate some of these factors. The author presents a conceptual model of servant leadership supervision consisting of an ideographic model of servant leadership, Servant Leadership Scale-28 (SLS-28), using the most recent meta-analysis defining this construct, and previously validated measures in the extant literature to inform its design. A Servant Leadership Supervision Scale (SLSS) is also presented aligning its use to several of the core characteristics of servant leadership practice. Research limitations/implications In doing so, the author proposes that this approach will help reduce burnout of health and social care sector employees. Limitations are considered in light of the conceptual paper and no primary data. Practical implications A model of servant leadership supervision that can be infused into health and social care supervision. Originality/value This is the first model of servant leadership supervision articulated for the health and social care sector.

Servant Leadership in the Healthcare Literature: A Systematic Review

“… 27 The presence of various disease areas, multidirectional goals, and complex non-linear interactions of multidisciplinary staff make the task of leadership challenging in healthcare. 28 , 29 Mahon 13 states that servant leadership may act as a “universal leadership language” justifiable in an increasingly over-burdened multicultural healthcare settings. A servant leadership mindset is believed to be a natural healthcare cultural-match 21 , 30–32 relevant to addressing challenges in the complex healthcare sector.…”

“…5,8 Research reveals that servant leadership has moral and professional alignment with the core values underpinning the healthcare working environment. [9][10][11][12] Servant leadership offers a supportive supervisory experience for employees, 13 shows caring and compassion for patients, 14 and improves the safety performance of hospitals, 11 which makes the theory congruent with the healthcare landscape.…”

Sistematik Reviu Literatur Gaya Kepemimpinan Positif di Bidang Pelayanan Kesehatan (2019- 2023): Tren dan Penelitian Lanjutan

“…Kepemimpinan pelayan dapat digunakan di sektor kesehatan dan layanan sosial untuk memberikan pengalaman pengawasan yang mendukung kepada karyawan, sehingga mengurangi dan mencegah dampak kelelahan pada kesejahteraan karyawan (Mahon 2021). Pemimpin pelayan fokus pada pengikutnya dan mendukung perkembangan mereka melalui pendekatan etis dan humanistik serta hubungan interpersonal yang positif (Fahlberg & Toomey, 2016).…”

Servant leadership in relation to organizational justice and workplace deviance in public hospitals

“…Furthermore, the characteristics identified by the researchers for servant leaders like paying attention, compassion, consciousness, healing and inducement are also helpful in contributing toward a strong relationship between the patient and health-care provider. Hence, researchers view that servant leadership is the most effective leadership style, specifically for the health-care sector (Mahon, 2021; Neill and Saunders, 2008; Parris and Peachey, 2013; Waterman, 2011).…”