Prior to embarking on my career in academia, I began my nursing career as a general practice nurse. During this period, I encountered a multitude of leadership styles. Each left an imprint on not only my professional identity but also my understanding of leadership in the context of its balance between compassion and efficiency.
As I started on my journey, I sought to emulate the behaviour of those occupying leadership positions. However, as the realities of the environment began to unfold before me, I gradually realised that not all leadership styles resonated with the core values I held.
In my naivety, I mistakenly believed that effective leadership necessitated reflecting the actions of my superiors, even when such actions clashed with my internal beliefs.
“I realised not all leadership styles resonated with the core values I held”
During my role, I encountered many different leadership styles – some positive, some not so – but each interaction, good or bad, I now consider a learning experience. I observed leaders whose approach contrasted with the principles I cherished, characterised by a lack of empathy and genuineness that sparked detachment rather than camaraderie.
Leadership styles incongruent with personal values can lead to decreased job satisfaction and increased stress among employees (Sfantou et al, 2017).
It was in observing these shortcomings that I felt obliged to create my own path, guided by the principles of servant leadership. This is a leadership style that focuses on the priority of the wellbeing and development of team members. Servant leadership is rooted in prioritising others’ needs and fostering a supportive community (Greenleaf, 1977).
I commenced my journey into servant leadership, a philosophy that resonated deeply with my intrinsic values. I tried to embody the virtues of humility and empathy in my interactions with colleagues, striving to be a person of support and guidance. My commitment to constant visibility and availability became the hallmark of my leadership style, reflecting my unwavering desire to serve others.
Initially, the journey appeared promising. Colleagues responded positively to my approachability and willingness to help. However, as time continued, cracks appeared. The demands of the role, coupled with the emotional burden of others’ struggles, took a toll on my wellbeing.
Despite my best intentions, I had neglected to prioritise my self-care, which can put nurses who practise servant leadership at risk of emotional exhaustion (Barbuto and Wheeler, 2006). In my pursuit of servant leadership, I had unwittingly sacrificed my own needs.
It was at this point that I was forced to confront the fact that true servant leadership begins with self-compassion; Neff (2003) identified that this is significant in preventing burnout. With a heavy heart, I decided to resign. I knew this was essential for reclaiming my sense of balance and purpose.
In hindsight, this decision proved to be a catalyst for personal development and insight. I emerged with a new understanding of the balance between serving others and one’s own needs; this realisation reshaped my perspective on leadership and strength. This experience reflects broader implications for the nursing workforce, where servant leadership – while beneficial – must be balanced with self-care to prevent burnout and ensure sustainable practice.
Research into servant leadership within the NHS suggests that, while this style can enhance team performance and job satisfaction, it is not without its challenges (West et al, 2015). The emotional demands placed on leaders can lead to significant personal strain if not managed properly. The challenge for the wider workforce is to adopt leadership styles that align with personal values while also implementing strategies for self-care and resilience.
By sharing my journey, I hope to highlight the importance of this. As I embark on a new chapter in my career, I rely on the invaluable lessons I gained from my experiences.
Sarah Butler is lecturer, University of Hull.
References
Barbuto JE, Wheeler DW (2006) Scale development and construct clarification of servant leadership. Group and Organization Management; 31: 3, 300-326.
Greenleaf RK (1977) Servant Leadership: a Journey into the Nature of Legitimate Power and Greatness. Paulist Press.
Neff KD (2003) The development and validation of a scale to measure self-compassion. Self and Identity; 2: 3, 223-250.
Sfantou DF et al (2017) Importance of leadership style towards quality of care measures in healthcare settings: a systematic review. Healthcare; 5: 4, 73.
West M et al (2015) Caring to Change: How Compassionate Leadership Can Stimulate Innovation in Health Care. The King’s Fund.