Describe the fundamental principles of servant leadership. Present two qualities of servant leadership and explain how they support interprofessional communication in providing patient care. please provide I incitation and 1 reference (APA 7TH EDITION). Describe the characteristics of performance-driven team. Describe the difference between intrinsic and extrinsic motivation and explain why it is important in understanding the types of motivation when it comes to team performance. Please provide 1 incitation, 1 reference using APA 7th
Introduction
In recent years, the concept of servant leadership has gained attention in various fields, including healthcare. Servant leadership is a leadership style that emphasizes the leader’s role in serving the needs and interests of their followers or employees. This approach is believed to foster a positive work environment, enhance employee satisfaction, and improve organizational performance. In this paper, we will describe the fundamental principles of servant leadership and discuss two qualities of servant leadership that support interprofessional communication in providing patient care. We will also explore the characteristics of performance-driven teams and the difference between intrinsic and extrinsic motivation, highlighting the importance of understanding these motivational factors in relation to team performance.
Fundamental Principles of Servant Leadership
Servant leadership is built upon a foundation of key principles that guide the leader’s actions and behaviors. These principles include empathy, humility, foresight, stewardship, and commitment to the growth of others (Northouse, 2018). By embodying these principles, servant leaders create a culture of trust, collaboration, and shared decision-making within their teams.
Empathy is a crucial principle of servant leadership as it involves understanding and acknowledging the emotions, perspectives, and needs of others. In the healthcare setting, empathetic leaders are sensitive to the challenges faced by their team members and patients. They listen actively, show compassion, and provide support, which contributes to improved interprofessional communication and patient care outcomes (MacPherson, 2015).
Humility is another important principle of servant leadership. Humble leaders recognize their own limitations and value the contributions and expertise of others. They create an environment of respect where all team members are encouraged to share their ideas and opinions. This fosters open communication among healthcare professionals, leading to effective collaboration and coordinated patient care (Northouse, 2018).
Qualities of Servant Leadership
Two qualities of servant leadership that particularly support interprofessional communication in providing patient care are active listening and emotional intelligence. Active listening involves fully engaging in the communication process by focusing on the speaker, understanding their message, and responding appropriately (Fontenot, 2012). Servant leaders who practice active listening create an atmosphere where team members feel valued and heard. This enhances interprofessional communication as healthcare professionals are more likely to express their concerns, share information, and work together to develop effective care plans (MacPherson, 2015).
Emotional intelligence is the ability to recognize, understand, and manage one’s own emotions, as well as those of others. Servant leaders with high emotional intelligence can accurately perceive the emotions of their team members and respond empathetically. This promotes trust and cooperation among healthcare professionals, resulting in improved communication and collaboration in patient care (Fontenot, 2012).
Characteristics of Performance-Driven Teams
A performance-driven team is characterized by members who are committed to achieving high-quality outcomes, continuously improving their performance, and working collaboratively towards common goals. These teams have clear roles and responsibilities, effective communication channels, and a shared vision (Garman et al., 2020).
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