1. Describe the below two contemporary theories (Servant Leadership and Collaborative Leadership) and describe at least two leaders (no real names such as Leader A) who align with your selected theories of leadership. ( Please see below research on Leadership styles)

2. Explain why the theories are relevant to the demands of the complex healthcare environment.

3. Analyze how the leaders you described might address challenges in healthcare organizations, including how their solutions connect to your selected leadership theories.

Servant Leadership

Some scholars in the leadership area, such as Peter Senge, Warren Bennis, Peter Block, and Margaret Wheatley, see servant leadership as the emerging leadership paradigm for the 21st century for all corporations and institutions. The concept of servant leadership is captured in the following quote from Disraeli: "I must follow the people. Am I not their leader?"

The term "servant leadership" was first used by Robert K. Greenleaf in 1969 as a way to describe a type of leadership that focuses on serving the highest needs of other people in an effort to help the others to achieve their goals. Servant leadership is an approach to managing people that "begins with a clear and compelling vision that excites passion in the leader and commitment in those who follow" (Blanchard & Hodges, 2003). A servant leader values others' strengths and talents and encourages the use of these strengths and talents for the betterment of the organization.

Servant leadership focuses on the leader's development through awareness and self-knowledge.Spears (2004)identified the qualities and characteristics of servant leadership: listening, empathy, healing, awareness, persuasion, conceptualization, foresight, stewardship, commitment to the growth of people, and building community. These characteristics, along with a moral core, drive servant leaders to help people meet their goals and overcome challenges (Trastek et al., 2014).

Servant leadership recognizes the importance of performance coaching while acknowledging that individual development and performance are strongly related. According to Blanchard and Hodges (2003, p. A2), instrumental to the implementation of servant leadership are three components of performance coaching:

1. Performance Planning: The setting of goals and objectives.
2. Day-to-Day Coaching: Providing the resources and an environment conducive to the accomplishment of established goals.
3. Performance Evaluation: The timely and relevant evaluation of individual performance and the identification of professional developmental needs.

Anderson (2003)believes that servant leadership can build effective hospital-physician relationships. He states that servant leaders accept as their responsibility the need to invest in the lives of their followers, believing that they are "not superior to the follower and also know that on any given day or in a given circumstance the follower may become the leader. It is the servant leader's hope that the follower will indeed one day become a servant leader and, therefore, willmake an investment in the follower's career to better ensure that indeed this happens" (Anderson, 2003, p. 45).

Although empirical research in the area of servant leadership in the health care industry is still somewhat limited,Ornelas (2003)found a positive correlation between organizational outcomes and perception of servant leadership characteristics among departmental leaders in a large health system. The results of Ornelas's study showed that employees working in departments that had managers with servant leadership characteristics reported lower turnover rates, higher job satisfaction, and increased commitment to the organization than did employees working in departments whose managers did not embrace the servant leadership philosophy.Jenkins and Stewart (2010)reported similar results. The researchers found a positive impact on individual nurse employees' job satisfaction in departments where the nursing staff perceived that their managers had a stronger servant leadership orientation.

In their studies of health care leadership,Pelote and Route (2007)concluded that the most successful leaders, whom they refer to as masterpiece leaders, displayed a form of servant leadership. These leaders viewed themselves as the leader-coach first and the leader-expert second. "Masterpiece leaders create, energize, and motivate the health care climate; exhibit a high level of passion, excitement, and drive to perpetuate their success" (p. 282).

Many people equate servant leadership with transformational leadership; however, there are differences. The primary difference between the two leadership styles is the focus of the leader (Stone, Russell, & Patterson, 2003). Stone et al. (2003, p. 1) explain that the transformational leader's focus is directed toward the organization, and his/her behavior builds follower commitment toward organizational objectives, while the servant leader's focus is on the followers, and the achievement of organizational objectives is a subordinate outcome. The extent to which the leader is able to shift the primary focus of leadership from the organization to the follower is the distinguishing factor in classifying leaders as either transformational or servant leaders.

Collaborative Leadership

Ibarra and Hansen (2011, p. 73) define collaborative leadership as the "capacity to engage people and groups outside one's formal control and inspire them to work toward common goalsdespite differences in convictions, cultural values, and operating norms." Collaborative leadership is complex because it requires a leader to achieve success by motivating individuals in multiple groups and/or organizations in addition to bringing together and aligning the goals of many stakeholders (Borkowski & Deppman, 2019). Al-Sawai (2013) states that collaborative health care leadership requires a synergistic work environment in which multiple parties are encouraged to work together toward the implementation of effective practices and processes. Such collaborations promote understanding of different cultures and facilitate integration and interdependency among multiple stakeholders who are unified by shared visions and values.

Borkowski and Deppman (2019) point out that as health care reform moves the industry from segment-based delivery models to integrated systems such as accountable care organizations (ACOs), collaborative leadership becomes critical to organizational success. The leader of an ACO is expected to integrate and coordinate the various component parts of health care, such as primary care, specialty services, hospitals, and home health care, and to ensure that all parts function well together to deliver efficient, high-quality, and cost-effective patient-centered care. Managers of 21st-century health care organizations must be able to lead diverse groups of people and facilitate their professional efforts and problem solving both within an organization and across formal organizational boundaries.

According to Carter (2006), the collaborative leader should demonstrate:

The confidence that the goals and objectives are achievable.

The skills to clearly communicate with the stakeholders about the issues that need to be addressed and the potential approaches to problem solving.

The ability to serve as an active listener.

The ability to share knowledge and authority with the collaborators.

The ability to assess and handle varying levels of risk in decision making and implementation.

The good news is that these behaviors and the required skill set (see Appendix 12-A) can be learned by dedicated leaders who commit the necessary time and effort (Borkowski & Deppman, 2019). The Turning Point Leadership Development National Excellence Collaboration has identified six key practices that are unique to leading a collaborative process and the necessary steps for leaders to guide successful collaborations (see Appendix 12-B).