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ofessional matters, discuss difficult cases, next of kin, like… I think that is extremely important” (Leader hybrid team hospital 2). By creating good relations between the team members, the team members got to know each other’s strong and weak sides and personal preferences. Leaders argued that it was easier to distri... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9281060/ | Exploring the role of leaders in enabling adaptive capacity in hospital teams – a multiple case study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.458 | 0.838 | ["management", "leadership", "crisis"] | 432 | Servant Leadership | topic | 2026-04-14T03:48:58.351063 | [
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er, if they already had developed good relations. During an observation of the structural team, the team members said that they sometimes preferred having fewer team members on a shift, rather than working with a substitute who was not familiar with the team. It was more effective working with colleagues they knew comp... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9281060/ | Exploring the role of leaders in enabling adaptive capacity in hospital teams – a multiple case study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.567 | 0.864 | ["management", "leadership", "networking", "education", "philosophy"] | 512 | Servant Leadership | topic | 2026-04-14T03:48:58.351216 | [
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ne Leaders, especially of the structural and hybrid teams, focused on the importance of knowing their employees, and they prioritized spending a lot of their workday close to the teams and team members, getting to know their strengths and weaknesses. They talked about the importance of signalling that they were availab... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9281060/ | Exploring the role of leaders in enabling adaptive capacity in hospital teams – a multiple case study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.575 | 0.838 | ["management", "leadership"] | 419 | Servant Leadership | topic | 2026-04-14T03:48:58.351328 | [
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m and showed an interest in their personal lives. One of the leaders came to work one hour earlier than scheduled every morning just to be able to talk to the employees who had been on the nightshift. Apart from getting to know their employees the leaders also wanted to stay close both to the teams and the clinical con... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9281060/ | Exploring the role of leaders in enabling adaptive capacity in hospital teams – a multiple case study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.547 | 0.88 | ["war_conflict", "leadership", "management", "philosophy"] | 511 | Servant Leadership | topic | 2026-04-14T03:48:58.351500 | [
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ing and workload indicators on the wards, did not display the whole story. For example, the monitoring software only counts the number of patients but not how much care each patient needs, which is highly important information for the teams, and which could change quickly. Consequently, the leaders felt that they had t... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9281060/ | Exploring the role of leaders in enabling adaptive capacity in hospital teams – a multiple case study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.435 | 0.854 | ["management", "war_conflict", "leadership", "philosophy"] | 459 | Servant Leadership | topic | 2026-04-14T03:48:58.351601 | [
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atient load, and where the situation was heading. The leaders then used this information to plan the next shifts. By staying close to the team and the everyday work, the leaders knew what the employees experienced at work and in their personal lives. Furthermore, the leaders included feedback from employees of their in... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9281060/ | Exploring the role of leaders in enabling adaptive capacity in hospital teams – a multiple case study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.596 | 0.852 | ["leadership", "management", "philosophy"] | 449 | Servant Leadership | topic | 2026-04-14T03:48:58.351729 | [
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hen we also look at which nurse is coming, right. And then we see that, okay she has had a couple of though shifts lately so she needs to get an easy room… we know much about the history of the employees, it can relate to illness, a bad back or just the need for some adaption of the tasks” (Leader hybrid team hospital ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9281060/ | Exploring the role of leaders in enabling adaptive capacity in hospital teams – a multiple case study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.405 | 0.896 | ["leadership", "management", "decision_making", "crisis", "war_conflict"] | 512 | Servant Leadership | topic | 2026-04-14T03:48:58.351823 | [
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e to go and help a different team in case of increased work pressure. This was a way to mitigate possible future discussions and conflicts. The leaders also contributed themselves in peak situations to the manual work within the team, helping with tasks, or helping to prioritize. On some wards this was a regular part o... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9281060/ | Exploring the role of leaders in enabling adaptive capacity in hospital teams – a multiple case study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.603 | 0.844 | ["leadership", "management", "war_conflict"] | 419 | Servant Leadership | topic | 2026-04-14T03:48:58.351927 | [
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ers tried to be close to the situational context. Engaging by building a culture of empowerment, self – organization and positive feedback We observed that the teams were good at self-organization and coming up with suitable solutions by themselves when they needed to adapt their work practice. They always tried to man... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9281060/ | Exploring the role of leaders in enabling adaptive capacity in hospital teams – a multiple case study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.574 | 0.852 | ["management", "leadership"] | 463 | Servant Leadership | topic | 2026-04-14T03:48:58.352016 | [
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f that did not work, they involved their leaders. The leaders also pointed out that they encouraged the employees to identify solutions on their own. Moreover, the results showed that, if employees suggested a type of improvement, the leaders wanted to involve the employees in improvement work. The leader talked a lot ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9281060/ | Exploring the role of leaders in enabling adaptive capacity in hospital teams – a multiple case study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.6 | 0.85 | ["leadership", "management"] | 469 | Servant Leadership | topic | 2026-04-14T03:48:58.352116 | [
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abling factor for adaptive capacity in the teams. “…great, that was a very good suggestion, can you do the work on that”. I often delegate improvement task to the employees, leading them to take ownership to the process. I think it is important” (Leader hybrid team hospital 1). During interviews the team leaders talked... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9281060/ | Exploring the role of leaders in enabling adaptive capacity in hospital teams – a multiple case study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.43 | 0.86 | ["leadership", "management", "communication", "interview", "philosophy"] | 501 | Servant Leadership | topic | 2026-04-14T03:48:58.352227 | [
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about adverse events, new rules, or regulations. When the leaders received positive feedback from patients or next of kin, they made sure to communicate this to the employees. Also, when the leaders heard about situations where an employee had successfully handled a situation or adapted to patient needs, they tried to ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9281060/ | Exploring the role of leaders in enabling adaptive capacity in hospital teams – a multiple case study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.547 | 0.842 | ["leadership", "communication", "war_conflict"] | 452 | Servant Leadership | topic | 2026-04-14T03:48:58.352316 | [
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strongly related to building a positive culture. “I try to communicate positive incidents of cooperation from yesterday in the daily meetings. If a ward has taken on extra patients and been very cooperative. Because it’s all about building culture” (Leader coordinating team hospital 1). In the Coordinating team leaders... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9281060/ | Exploring the role of leaders in enabling adaptive capacity in hospital teams – a multiple case study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.403 | 0.832 | ["leadership", "management", "war_conflict", "communication"] | 442 | Servant Leadership | topic | 2026-04-14T03:48:58.352436 | [
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when allocating patients to the different wards. Creating a culture of patient centredness as well as getting different healthcare professionals committed to a solution in the daily meetings, enabled interdisciplinary collaboration. Situational understanding of work practice Ensuring planning and monitoring of appropri... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9281060/ | Exploring the role of leaders in enabling adaptive capacity in hospital teams – a multiple case study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.409 | 0.824 | ["communication", "strategy", "management", "career", "war_conflict"] | 451 | Servant Leadership | topic | 2026-04-14T03:48:58.352552 | [
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ficient is vital for the team’s ability to adapt. The leaders interviewed worked on both securing enough equipment and wanting to have software that better fitted the context. Financial constraints were always in the leader’s mind where they focused on balancing the need for more or better equipment, and more human res... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9281060/ | Exploring the role of leaders in enabling adaptive capacity in hospital teams – a multiple case study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.445 | 0.86 | ["leadership", "management", "negotiation", "interview", "war_conflict"] | 512 | Servant Leadership | topic | 2026-04-14T03:48:58.352679 | [
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departments to get hold of extra resources, balancing economics with patient safety. “…you always want more resources, but you always have the economy in the back of your head. You don’t bring in extra staff unless it is necessary, and you always try to arrange for the most economical solution” (Leader hybrid team hosp... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9281060/ | Exploring the role of leaders in enabling adaptive capacity in hospital teams – a multiple case study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.42 | 0.866 | ["leadership", "management", "economy"] | 492 | Servant Leadership | topic | 2026-04-14T03:48:58.352774 | [
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to be able to adjust and plan for the next shift. The intention was to enable the staff off duty to rest and not take on extra hours. The leaders tried to have situational awareness for both everyday work and peak situations. They focused on aligning practices to national guidelines, adapting work practices to risk, an... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9281060/ | Exploring the role of leaders in enabling adaptive capacity in hospital teams – a multiple case study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.589 | 0.868 | ["leadership", "management", "war_conflict"] | 512 | Servant Leadership | topic | 2026-04-14T03:48:58.352866 | [
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evelop team members capacity to anticipate by engaging them in preparation for patient admissions. They tried to get ahead of events by continually monitoring the frontline situation. “I have spent a lot of time trying to get them to plan for acute admissions. Get them to acknowledge that they normally get four acute a... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9281060/ | Exploring the role of leaders in enabling adaptive capacity in hospital teams – a multiple case study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.538 | 0.858 | ["leadership", "management", "education"] | 487 | Servant Leadership | topic | 2026-04-14T03:48:58.353003 | [
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y, leaders had to make plans for peak situations. There was no budget for slack in staffing levels. On public holidays they often relied on their experience and data from previous years when staffing the different shifts. When they had made a specific plan, they ensured spreading of this information across shifts, so t... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9281060/ | Exploring the role of leaders in enabling adaptive capacity in hospital teams – a multiple case study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.417 | 0.87 | ["leadership", "philosophy"] | 512 | Servant Leadership | topic | 2026-04-14T03:48:58.353110 | [
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s for patient and staff safety were to be well prepared for normal situations. And that they needed to recognise the continuum of normal activity in their ward. Understanding every day work made it easier to adapt to peak situations. Having a plan for acute admission patients and knowing what to expect provided prepare... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9281060/ | Exploring the role of leaders in enabling adaptive capacity in hospital teams – a multiple case study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.563 | 0.856 | ["leadership", "strategy", "war_conflict"] | 495 | Servant Leadership | topic | 2026-04-14T03:48:58.353217 | [
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nsion of the contextual situation and conditions. Knowledge of the overall context was crucial for leaders to make good judgements and adaptations. “…we are depending on others, and you need to find where the weak link that led us to not accomplish our goal is” (Leader structural team hospital 2). Discussion In this st... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9281060/ | Exploring the role of leaders in enabling adaptive capacity in hospital teams – a multiple case study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.459 | 0.838 | ["leadership", "management", "education"] | 415 | Servant Leadership | topic | 2026-04-14T03:48:58.353330 | [
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pporting and enabling adaptive capacity in teams. Through observation of four different team types and interviews with team leaders in two different Norwegian hospitals we identified the key enablers used by team leaders to support team adaptive capacity. The results show how the team leader role encompasses and balanc... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9281060/ | Exploring the role of leaders in enabling adaptive capacity in hospital teams – a multiple case study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.58 | 0.834 | ["management", "leadership", "interview"] | 434 | Servant Leadership | topic | 2026-04-14T03:48:58.353451 | [
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ling the leader role as complex and multifaceted. Although the different teams had different challenges, overall, our study showed similar reflections and leadership practices focused on relational and contextual understanding as key dimension for enabling adaptive capacity in teams. Figure 2 illustrates by the use of ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9281060/ | Exploring the role of leaders in enabling adaptive capacity in hospital teams – a multiple case study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.486 | 0.834 | ["leadership", "management", "decision_making", "crisis", "education"] | 469 | Servant Leadership | topic | 2026-04-14T03:48:58.353547 | [
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egral to leaders’ decision making and approaches. Consequently, in the following, we discuss how a leadership role for adaptive capacity in teams is enacted in two ways; (1) leading through contextual understanding and (2) leading through relational understanding. Fig. 2. Open in a new tab Framework for leadership enab... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9281060/ | Exploring the role of leaders in enabling adaptive capacity in hospital teams – a multiple case study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.445 | 0.85 | ["leadership", "management", "decision_making", "education"] | 511 | Servant Leadership | topic | 2026-04-14T03:48:58.353639 | [
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day work was characterized by actively organising and reorganising to support and sustain the team’s adaptive capacity. In line with Lombardi et al. [ 25 ], we found that leaders guide the team towards a purpose, encourage development of the team and create engagement and commitment. The results demonstrated that to ba... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9281060/ | Exploring the role of leaders in enabling adaptive capacity in hospital teams – a multiple case study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.521 | 0.854 | ["management", "leadership", "career", "war_conflict", "education"] | 497 | Servant Leadership | topic | 2026-04-14T03:48:58.353801 | [
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s, staff expertise and deep contextual knowledge. Here our study echoes the work of Hybinette et al. [ 16 ] who found that everyday work by managers in hospitals was characterised by actively organising and reorganising around the teams to support them. The ability to anticipate, resist and respond to adversity depends... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9281060/ | Exploring the role of leaders in enabling adaptive capacity in hospital teams – a multiple case study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.423 | 0.836 | ["education", "management", "crisis", "leadership"] | 433 | Servant Leadership | topic | 2026-04-14T03:48:58.353911 | [
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and within the organisation and its surroundings. Hence context specific knowledge and understanding of the setting, staff challenges, patient and care load, risks, complexity, and work processes are crucial for leaders [ 16 , 20 , 26 ]. Our study gave insight into how the team leaders must be able to notice changes in... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9281060/ | Exploring the role of leaders in enabling adaptive capacity in hospital teams – a multiple case study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.412 | 0.864 | ["leadership", "education", "management", "crisis"] | 505 | Servant Leadership | topic | 2026-04-14T03:48:58.353989 | [
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e that the limit of safety is about to be broken. This again requires knowle | https://pmc.ncbi.nlm.nih.gov/articles/PMC9281060/ | Exploring the role of leaders in enabling adaptive capacity in hospital teams – a multiple case study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.497 | 0.58 | [] | 76 | Servant Leadership | topic | 2026-04-14T03:48:58.354049 | [
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llbeing." In August of 2012, 21% strongly agreed. In April and May of 2020, 48% strongly agreed, and most recently in March of 2021, 35% strongly agreed. With the goodwill banked by employers in the early months of the pandemic now abating, it is more critical than ever that leaders reinvigorate their efforts to build ... | https://www.gallup.com/workplace/349502/wellbeing-practices-guide-leaders.aspx | 10 Wellbeing Practices to Guide Leaders - Gallup | gallup.com | unknown | false | 0.531 | 0.854 | ["leadership"] | 471 | Servant Leadership | topic | 2026-04-14T03:48:58.567494 | [
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Workplace 10 Wellbeing Practices to Guide Leaders Share on LinkedIn Share on Twitter Share on Facebook Share via Email Print Story Highlights Workers are losing belief that their employer cares about their wellbeing Employers can draw on a returning workforce to reintroduce wellbeing Leadership plays a key role in buil... | https://www.gallup.com/workplace/349502/wellbeing-practices-guide-leaders.aspx | 10 Wellbeing Practices to Guide Leaders - Gallup | gallup.com | unknown | false | 0.455 | 0.862 | ["leadership", "war_conflict"] | 512 | Servant Leadership | topic | 2026-04-14T03:48:58.567871 | [
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ss forward with the progress made in employee wellbeing during the COVID-19 era. That's because after increasing to near 50% during the early months of the pandemic, the percentage of employees who strongly agree that their organization cares about their wellbeing has eroded, losing 13 percentage points since last spri... | https://www.gallup.com/workplace/349502/wellbeing-practices-guide-leaders.aspx | 10 Wellbeing Practices to Guide Leaders - Gallup | gallup.com | unknown | false | 0.379 | 0.854 | ["war_conflict"] | 499 | Servant Leadership | topic | 2026-04-14T03:48:58.568018 | [
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hancing employee wellbeing in 2021 and beyond. 1. Maintain a strong and sustained leadership voice regarding the importance of wellbeing. The emphasis on mental health and other aspects of wellbeing during the pandemic cannot be seen as a passing fad. " We're all vaccinated, so we don't have to worry about wellbeing an... | https://www.gallup.com/workplace/349502/wellbeing-practices-guide-leaders.aspx | 10 Wellbeing Practices to Guide Leaders - Gallup | gallup.com | unknown | false | 0.42 | 0.866 | ["leadership", "communication"] | 512 | Servant Leadership | topic | 2026-04-14T03:48:58.568167 | [
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e: "This is who we are, this is important to us, and this is never ever going away." Wellbeing initiatives that come out of the CEO's office work best. Cultural change is an outcome of the expectations and messages sent by leadership. For example, positive defaults make it easy for employees to do what is in their best... | https://www.gallup.com/workplace/349502/wellbeing-practices-guide-leaders.aspx | 10 Wellbeing Practices to Guide Leaders - Gallup | gallup.com | unknown | false | 0.432 | 0.85 | ["leadership", "management", "philosophy"] | 460 | Servant Leadership | topic | 2026-04-14T03:48:58.568327 | [
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s, financial management, informal social groups). Keep in mind that the five elements of wellbeing (career, social, financial, physical, and community) are interdependent. Programs and practices work best when they target more than one of the five elements. 2. Demonstrate a shared and consistent definition of what is m... | https://www.gallup.com/workplace/349502/wellbeing-practices-guide-leaders.aspx | 10 Wellbeing Practices to Guide Leaders - Gallup | gallup.com | unknown | false | 0.544 | 0.852 | ["management", "career", "philosophy"] | 511 | Servant Leadership | topic | 2026-04-14T03:48:58.568456 | [
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ized -- when constituents know precisely what the organization means by "wellbeing." Gallup suggests using the five elements of wellbeing as a science-based organizing structure for all your benefits and wellbeing program offerings. When you have a wellbeing initiative, align it with at least one of the five elements. ... | https://www.gallup.com/workplace/349502/wellbeing-practices-guide-leaders.aspx | 10 Wellbeing Practices to Guide Leaders - Gallup | gallup.com | unknown | false | 0.395 | 0.856 | ["communication", "salary"] | 512 | Servant Leadership | topic | 2026-04-14T03:48:58.568681 | [
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bels so that employees can easily see how everything is organized to improve their days and overall lives. 3. Keep the line of communication constantly open. Improving and sustaining wellbeing requires that managers stay connected with employees and how their lives are progressing. The single best way to do this is for... | https://www.gallup.com/workplace/349502/wellbeing-practices-guide-leaders.aspx | 10 Wellbeing Practices to Guide Leaders - Gallup | gallup.com | unknown | false | 0.402 | 0.86 | ["management", "communication"] | 502 | Servant Leadership | topic | 2026-04-14T03:48:58.568850 | [
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gful conversation with each team member per week. Don't forget about the basic elements of managing. Ask employees how any post-pandemic changes going forward may affect their various elements of wellbeing and their performance. Improving and sustaining wellbeing requires that managers stay connected with employees and... | https://www.gallup.com/workplace/349502/wellbeing-practices-guide-leaders.aspx | 10 Wellbeing Practices to Guide Leaders - Gallup | gallup.com | unknown | false | 0.583 | 0.85 | ["management", "leadership", "decision_making", "war_conflict", "philosophy"] | 487 | Servant Leadership | topic | 2026-04-14T03:48:58.569058 | [
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rounded by people who are making healthy choices. In an organization, this starts at the top. People often adopt wellbeing practices through social contagion, where peers learn from leaders and one another and live the expected norms. But improvement comes not just from organizational leaders modeling personal behavior... | https://www.gallup.com/workplace/349502/wellbeing-practices-guide-leaders.aspx | 10 Wellbeing Practices to Guide Leaders - Gallup | gallup.com | unknown | false | 0.442 | 0.856 | ["leadership", "decision_making"] | 511 | Servant Leadership | topic | 2026-04-14T03:48:58.569216 | [
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ve their bodies throughout the day (are employees encouraged by leaders to pursue fitness, even to take walking breaks?), and how they treat one another. Organizations always have an advantage over larger communities when it comes to wellbeing interventions because employees inside organizations are a captive audience.... | https://www.gallup.com/workplace/349502/wellbeing-practices-guide-leaders.aspx | 10 Wellbeing Practices to Guide Leaders - Gallup | gallup.com | unknown | false | 0.463 | 0.85 | ["family", "leadership"] | 482 | Servant Leadership | topic | 2026-04-14T03:48:58.569354 | [
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or is to show care for their family members, too. As things open back up, big gatherings will become safer -- be they the 5k walks, nutritional cooking classes, retirement planning sessions, volunteering in the community, or strengths workshops for the whole household. Invite and encourage family members to participate... | https://www.gallup.com/workplace/349502/wellbeing-practices-guide-leaders.aspx | 10 Wellbeing Practices to Guide Leaders - Gallup | gallup.com | unknown | false | 0.548 | 0.834 | ["family", "strategy"] | 436 | Servant Leadership | topic | 2026-04-14T03:48:58.569489 | [
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. 6. Re-promote wellbeing programs and offerings. Gallup research has shown that only about one-quarter of employees of large employers participate in wellbeing programs and offerings. Never assume that employees are aware of what is available to them. The pending return-to-work period will be a great time to re-energi... | https://www.gallup.com/workplace/349502/wellbeing-practices-guide-leaders.aspx | 10 Wellbeing Practices to Guide Leaders - Gallup | gallup.com | unknown | false | 0.513 | 0.854 | ["war_conflict"] | 492 | Servant Leadership | topic | 2026-04-14T03:48:58.569612 | [
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environment and its programs with fresh eyes. 7. Scientifically evaluate the effectiveness of wellbeing programs. It is best practice to continuously audit the use, effectiveness, and value of wellbeing programs in your workplace, including how employees who are participating in the programs report their overall wellbe... | https://www.gallup.com/workplace/349502/wellbeing-practices-guide-leaders.aspx | 10 Wellbeing Practices to Guide Leaders - Gallup | gallup.com | unknown | false | 0.36 | 0.856 | [] | 511 | Servant Leadership | topic | 2026-04-14T03:48:58.569757 | [
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mic -- such as virtual participation -- will likely retreat in importance, while other in-person programs will become more significant again. Gallup has worked with many organizations to conduct both qualitative and quantitative audits to assess which ones predict higher thriving rates. Every benefit or practice should... | https://www.gallup.com/workplace/349502/wellbeing-practices-guide-leaders.aspx | 10 Wellbeing Practices to Guide Leaders - Gallup | gallup.com | unknown | false | 0.396 | 0.854 | [] | 501 | Servant Leadership | topic | 2026-04-14T03:48:58.569888 | [
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or against thriving in each of the five elements? Communication : Are your messages, especially from leaders and managers, consistent with a high-performing and net thriving culture? Facilities : Is it easy to move around your office space, see the outdoors and collaborate? Incentives : Do they inspire participation in... | https://www.gallup.com/workplace/349502/wellbeing-practices-guide-leaders.aspx | 10 Wellbeing Practices to Guide Leaders - Gallup | gallup.com | unknown | false | 0.563 | 0.844 | ["leadership", "communication", "management", "motivation", "war_conflict"] | 467 | Servant Leadership | topic | 2026-04-14T03:48:58.570047 | [
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ts : Do they build awareness and change behavior? Development : Are wellbeing goals included in development plans? 8. Leverage employee engagement to drive employee wellbeing. Gallup research has demonstrated that the benefits of employee engagement are amplified by employee wellbeing , and that employee engagement is ... | https://www.gallup.com/workplace/349502/wellbeing-practices-guide-leaders.aspx | 10 Wellbeing Practices to Guide Leaders - Gallup | gallup.com | unknown | false | 0.379 | 0.848 | ["management", "salary", "war_conflict"] | 501 | Servant Leadership | topic | 2026-04-14T03:48:58.570181 | [
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able talking about wellbeing with their managers. Because of this, applying employee engagement tactics is an effective way to enhance employee wellbeing as workers return to the workplace and in-person contact resumes. Many common-sense approaches exist to accomplish this, including recognizing employees for wellbeing... | https://www.gallup.com/workplace/349502/wellbeing-practices-guide-leaders.aspx | 10 Wellbeing Practices to Guide Leaders - Gallup | gallup.com | unknown | false | 0.49 | 0.814 | ["management", "resume"] | 422 | Servant Leadership | topic | 2026-04-14T03:48:58.570298 | [
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rograms, and including wellbeing in goal setting. Organizations need to equip managers to include wellbeing as part of performance management. "Your wellbeing" should be an essential component of the semi-annual review for employees. This does not mean managers play the role of financial adviser, personal trainer or li... | https://www.gallup.com/workplace/349502/wellbeing-practices-guide-leaders.aspx | 10 Wellbeing Practices to Guide Leaders - Gallup | gallup.com | unknown | false | 0.42 | 0.852 | ["management", "philosophy"] | 512 | Servant Leadership | topic | 2026-04-14T03:48:58.570418 | [
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to direct employees to resources that can help them achieve their personal goals. 9. Develop a network of local wellbeing coaches and champions who serve as resources to collect and share best practices. Organizations need experts, whether they be fitness coaches, financial advisers, nutritionists, community service an... | https://www.gallup.com/workplace/349502/wellbeing-practices-guide-leaders.aspx | 10 Wellbeing Practices to Guide Leaders - Gallup | gallup.com | unknown | false | 0.583 | 0.846 | ["networking"] | 467 | Servant Leadership | topic | 2026-04-14T03:48:58.570540 | [
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it -- the strongest nudges often come from peers. Every organization has influencers who are gifted at connecting others and encouraging involvement. Find and use your influencers. Comfortable conversations about wellbeing can only happen when a foundation of trust exists, and wellbeing conversations without that perso... | https://www.gallup.com/workplace/349502/wellbeing-practices-guide-leaders.aspx | 10 Wellbeing Practices to Guide Leaders - Gallup | gallup.com | unknown | false | 0.542 | 0.674 | ["networking"] | 432 | Servant Leadership | topic | 2026-04-14T03:48:58.570659 | [
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ng . Changing wellbeing requires changing habits. Comfortable conversations about wellbeing can only happen when a foundation of trust exists, and wellbeing conversations without that personal connection can be a minefield. Starting wellbeing conversations with an employee's strengths works best because it focuses on t... | https://www.gallup.com/workplace/349502/wellbeing-practices-guide-leaders.aspx | 10 Wellbeing Practices to Guide Leaders - Gallup | gallup.com | unknown | false | 0.384 | 0.828 | ["networking", "war_conflict"] | 461 | Servant Leadership | topic | 2026-04-14T03:48:58.570792 | [
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ch person unique, and provides a common language. Each person can identify wellbeing activities via their innate tendencies rather than trying to improve their wellbeing by fundamentally changing who they are. And managers and wellbeing coaches can be equipped to have high-impact, strengths-based wellbeing conversation... | https://www.gallup.com/workplace/349502/wellbeing-practices-guide-leaders.aspx | 10 Wellbeing Practices to Guide Leaders - Gallup | gallup.com | unknown | false | 0.559 | 0.848 | ["management"] | 512 | Servant Leadership | topic | 2026-04-14T03:48:58.570912 | [
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enhancing wellbeing is likely to yield additive benefits in performance. All of this should be evaluated through the lens of the employee experience at each stage of the employee life cycle -- attraction, hiring, onboarding, engaging, performing, developing and departure. Building a thriving wellbeing culture requires ... | https://www.gallup.com/workplace/349502/wellbeing-practices-guide-leaders.aspx | 10 Wellbeing Practices to Guide Leaders - Gallup | gallup.com | unknown | false | 0.414 | 0.858 | ["philosophy", "interview", "salary"] | 511 | Servant Leadership | topic | 2026-04-14T03:48:58.571029 | [
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t book, Wellbeing at Work , for more insights to build resilient and thriving teams. Learn more about the connection between wellbeing and performance . Discover how to identify burned out employees and prevent further burnout in your organization. Author(s) Dan Witters serves as Research Director of the Gallup Nationa... | https://www.gallup.com/workplace/349502/wellbeing-practices-guide-leaders.aspx | 10 Wellbeing Practices to Guide Leaders - Gallup | gallup.com | unknown | false | 0.359 | 0.856 | ["management", "networking", "philosophy"] | 512 | Servant Leadership | topic | 2026-04-14T03:48:58.571169 | [
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on Gallup.com and in national media, including The New York Times , Time Magazine , The Washington Post , The Economist , USA Today , National Geographic and The Wall Street Journal as well as appearances on CBS Sunday Morning , CNBC, HuffPost Live, WSJ Live, and NPR. Jim Harter, Ph.D., is Chief Scientist, Workplace fo... | https://www.gallup.com/workplace/349502/wellbeing-practices-guide-leaders.aspx | 10 Wellbeing Practices to Guide Leaders - Gallup | gallup.com | unknown | false | 0.353 | 0.844 | ["management"] | 411 | Servant Leadership | topic | 2026-04-14T03:48:58.571325 | [
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Shock , Wellbeing at Work and It's the Manager . His research is also featured in the groundbreaking New York Times bestseller, First, Break All the Rules . Dr. Harter has led more than 1,000 studies of workplace effectiveness. His work has also appeared in many publications, including Harvard Business Review , The New... | https://www.gallup.com/workplace/349502/wellbeing-practices-guide-leaders.aspx | 10 Wellbeing Practices to Guide Leaders - Gallup | gallup.com | unknown | false | 0.364 | 0.868 | ["management"] | 499 | Servant Leadership | topic | 2026-04-14T03:48:58.571459 | [
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d resilient and thriving teams in your workplace. Related Topics Include: All Gallup Headlines Article Career Wellbeing COVID-19 Culture Leadership Wellbeing Workplace Recommended Workplace Mar 22, 2021 Wellness vs. Wellbeing: What's the Difference? Learn the difference between workplace wellness programs and workplace... | https://www.gallup.com/workplace/349502/wellbeing-practices-guide-leaders.aspx | 10 Wellbeing Practices to Guide Leaders - Gallup | gallup.com | unknown | false | 0.551 | 0.834 | ["leadership", "management", "career"] | 483 | Servant Leadership | topic | 2026-04-14T03:48:58.571676 | [
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a Leader's Role in Mental Health at Work CHRO Dr. Daniela Seabrook, a trained psychologist, discusses how Philips is emphasizing openness about mental health for a future-ready workforce. Jun 9, 2020 How Strengths, Wellbeing and Engagement Reduce Burnout Leaders must do everything in their power to support their employ... | https://www.gallup.com/workplace/349502/wellbeing-practices-guide-leaders.aspx | 10 Wellbeing Practices to Guide Leaders - Gallup | gallup.com | unknown | false | 0.449 | 0.86 | ["leadership"] | 512 | Servant Leadership | topic | 2026-04-14T03:48:58.571845 | [
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Leaders can make a big difference in their workers' performance and lives when they connect employee engagement to holistic wellbeing. May 7, 2021 Gallup https://www.gallup.com/workplace/349502/wellbeing-practices-guide-leaders.aspx Gallup World Headquarters, 901 F Street, Washington, D.C., 20001, U.S.A +1 202.715.3030 | https://www.gallup.com/workplace/349502/wellbeing-practices-guide-leaders.aspx | 10 Wellbeing Practices to Guide Leaders - Gallup | gallup.com | unknown | false | 0.597 | 0.624 | ["leadership", "philosophy"] | 320 | Servant Leadership | topic | 2026-04-14T03:48:58.571994 | [
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Leadership Trends to Watch in 2026 Published 27/11/2025 by MaKinzie Welch Leadership Leadership Trends to Watch in 2026 Leadership in 2026 will continue to shift due to digital transformation, increased pressure on workplace wellbeing and the global move towards more agile organisational structures. Research from DDI a... | https://www.salford.ac.uk/spd/leadership-trends-watch-in-2026 | Leadership Trends to Watch in 2026 | SPD | University of Salford | salford.ac.uk | unknown | false | 0.453 | 0.83 | ["leadership", "war_conflict", "philosophy"] | 458 | Servant Leadership | topic | 2026-04-14T03:48:58.780340 | [
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d stress and growing expectations from employees. The trends below highlight what organisations should prepare for in the year ahead. A Stronger Focus on Human-Centred Leadership Empathy, emotional intelligence and authentic communication remain essential. According to Forbes , HR thought leaders expect 2026 to place g... | https://www.salford.ac.uk/spd/leadership-trends-watch-in-2026 | Leadership Trends to Watch in 2026 | SPD | University of Salford | salford.ac.uk | unknown | false | 0.406 | 0.836 | ["leadership", "communication"] | 491 | Servant Leadership | topic | 2026-04-14T03:48:58.780411 | [
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can support wellbeing across hybrid environments. Routine Use of AI for Decision Making AI will play a central role in influencing leadership decisions. DDI identifies Human and AI partnerships as a defining trend, with leaders expected to combine human judgement with machine-generated insight. This shift requires conf... | https://www.salford.ac.uk/spd/leadership-trends-watch-in-2026 | Leadership Trends to Watch in 2026 | SPD | University of Salford | salford.ac.uk | unknown | false | 0.578 | 0.842 | ["leadership", "decision_making"] | 512 | Servant Leadership | topic | 2026-04-14T03:48:58.780454 | [
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evelopment is becoming more focused on specific capabilities rather than job titles. Recent thought leadership from Zestfor outlines the growing move towards skills-based hiring and training, reflecting the need for actionable competencies that can be applied immediately. Flexible courses and micro-credentials support ... | https://www.salford.ac.uk/spd/leadership-trends-watch-in-2026 | Leadership Trends to Watch in 2026 | SPD | University of Salford | salford.ac.uk | unknown | false | 0.579 | 0.83 | ["leadership", "career", "interview", "war_conflict"] | 488 | Servant Leadership | topic | 2026-04-14T03:48:58.780482 | [
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on DEI remains central to organisational culture. Leaders are expected to model inclusive behaviours and create conditions where fairness and opportunity are embedded in everyday processes. Reports from multiple HR consultancies highlight that inclusive teams are more innovative and perform more effectively. Growth of ... | https://www.salford.ac.uk/spd/leadership-trends-watch-in-2026 | Leadership Trends to Watch in 2026 | SPD | University of Salford | salford.ac.uk | unknown | false | 0.568 | 0.812 | ["leadership", "management", "philosophy"] | 420 | Servant Leadership | topic | 2026-04-14T03:48:58.780510 | [
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to move away from traditional annual appraisals. Leaders are expected to provide real-time feedback, maintain ongoing development conversations and support clear progression goals. Studies show that continuous feedback boosts engagement and supports stronger performance outcomes. Stronger Expectations Around Ethical Le... | https://www.salford.ac.uk/spd/leadership-trends-watch-in-2026 | Leadership Trends to Watch in 2026 | SPD | University of Salford | salford.ac.uk | unknown | false | 0.42 | 0.81 | ["leadership", "ethics", "philosophy"] | 436 | Servant Leadership | topic | 2026-04-14T03:48:58.780536 | [
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arency place ethical leadership at the forefront. Leaders need a clear understanding of governance, risk management and responsible technology use. Trust-building is now considered a core leadership competency rather than an optional skill. Technology-Enhanced Learning AI-driven learning tools offer personalised recomm... | https://www.salford.ac.uk/spd/leadership-trends-watch-in-2026 | Leadership Trends to Watch in 2026 | SPD | University of Salford | salford.ac.uk | unknown | false | 0.567 | 0.826 | ["leadership", "education", "management", "ethics"] | 487 | Servant Leadership | topic | 2026-04-14T03:48:58.780566 | [
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s leaders to take ownership of their development. As organisations shift to skills-based structures, personalised learning becomes increasingly valuable. Preparing for the Future of Leadership Research suggests that 2026 will require leaders who combine empathy with digital fluency, strategic awareness and strong ethic... | https://www.salford.ac.uk/spd/leadership-trends-watch-in-2026 | Leadership Trends to Watch in 2026 | SPD | University of Salford | salford.ac.uk | unknown | false | 0.422 | 0.83 | ["leadership", "strategy", "management", "ethics", "crisis"] | 489 | Servant Leadership | topic | 2026-04-14T03:48:58.780593 | [
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confidence and respond effectively to challenges. Related Blog Articles Essential Coaching Skills Every Manager Needs Discover the essential coaching skills every manager needs to improve leadership, boost team performance and build a culture of growth… Leadership 18/03/2026 10 Boardroom Mistakes to Avoid Discover 10 c... | https://www.salford.ac.uk/spd/leadership-trends-watch-in-2026 | Leadership Trends to Watch in 2026 | SPD | University of Salford | salford.ac.uk | unknown | false | 0.607 | 0.816 | ["leadership", "management", "strategy", "decision_making", "crisis"] | 432 | Servant Leadership | topic | 2026-04-14T03:48:58.780619 | [
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vernance, strategy and boardroom decision making. Leadership 02/03/2026 Do You Need a Director-Level Qualification? Directors do not only manage teams, but they must also lead with strategic vision, resilience and a deep understanding of… Leadership 09/07/2025 | https://www.salford.ac.uk/spd/leadership-trends-watch-in-2026 | Leadership Trends to Watch in 2026 | SPD | University of Salford | salford.ac.uk | unknown | false | 0.452 | 0.772 | ["leadership", "strategy", "management", "decision_making", "resume"] | 260 | Servant Leadership | topic | 2026-04-14T03:48:58.780646 | [
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ry-compliance mandated standards of care, and providing pristine electronic health record documentation under the growing peril of medicolegal repercussions [ 17 ]. Under this evolving paradigm, physicians may no longer see a value proposition by dedicating valuable time towards leading and educating medical students, ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8842920/ | Servant leadership: an endangered species? - PMC - NIH | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.502 | 0.814 | ["leadership", "war_conflict"] | 411 | Servant Leadership | topic | 2026-04-14T03:48:58.988575 | [
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opathic Medicine, Rocky Vista University, 8401 S. Chambers Rd., Parker, CO 80134 USA Find articles by Niaz Ahankoob 1 , Christine Nguyen Christine Nguyen 3 Arkansas College of Osteopathic Medicine, 7000 Chad Colley Blvd., Fort Smith, AR 72916 USA Find articles by Christine Nguyen 3 Author information Article notes Copy... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8842920/ | Servant leadership: an endangered species? - PMC - NIH | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.459 | 0.854 | ["education", "philosophy"] | 491 | Servant Leadership | topic | 2026-04-14T03:48:58.988939 | [
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itude, empathy, and a desire to serve a higher purpose beyond their own selves [ 3 ]. One of the core characteristics of servant leadership is “active” listening [ 5 ]. Active listening skills are an extension of empathy and compassion, whereby the “empathetic listener” fully concentrates, attempts to understand, remem... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8842920/ | Servant leadership: an endangered species? - PMC - NIH | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.633 | 0.836 | ["leadership", "communication"] | 426 | Servant Leadership | topic | 2026-04-14T03:48:58.989176 | [
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by paraphrasing what the other person said [ 6 ]. Active listening involves both verbal and nonverbal techniques to demonstrate that the listener is truly paying attention [ 5 ]. In contrast, “passive” listening does not require any more effort than simply hearing what is being said [ 5 ]. Passive listening is reflecti... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8842920/ | Servant leadership: an endangered species? - PMC - NIH | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.39 | 0.838 | ["leadership", "salary"] | 417 | Servant Leadership | topic | 2026-04-14T03:48:58.989309 | [
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s no intention of understanding the other person. Empathy, defined as the ability to understand and share the feelings of another person (regardless whether we agree with that person’s perspective) represents the most important virtue of a servant leader [ 5 , 7 ]. Neither empathy nor servitude can be playacted, and su... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8842920/ | Servant leadership: an endangered species? - PMC - NIH | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.612 | 0.834 | ["leadership", "ethics", "philosophy"] | 450 | Servant Leadership | topic | 2026-04-14T03:48:58.989520 | [
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editorial Patient Saf Surg . 2022 Feb 14;16:9. doi: 10.1186/s13037-022-00321-0 Servant leadership: an endangered species? Philip F Stahel Philip F Stahel 1 College of Osteopathic Medicine, Rocky Vista University, 8401 S. Chambers Rd., Parker, CO 80134 USA 2 The Medical Center of Aurora, 1501 S. Potomac St., Aurora, CO ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8842920/ | Servant leadership: an endangered species? - PMC - NIH | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.574 | 0.7 | ["leadership", "education"] | 467 | Servant Leadership | topic | 2026-04-14T03:48:58.989657 | [
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80134 USA 2 The Medical Center of Aurora, 1501 S. Potomac St., Aurora, CO 80012 USA 3 Arkansas College of Osteopathic Medicine, 7000 Chad Colley Blvd., Fort Smith, AR 72916 USA ✉ Corresponding author. Collection date 2022. Keywords: Leadership, Servitude, Graduate medical education, Patient safety © The Author(s) 2022 ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8842920/ | Servant leadership: an endangered species? - PMC - NIH | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.524 | 0.852 | ["leadership", "innovation", "education", "philosophy"] | 512 | Servant Leadership | topic | 2026-04-14T03:48:58.989860 | [
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istribution and reproduction in any medium or format, as long as you give appropriate credit to the original author(s) and the source, provide a link to the Creative Commons licence, and indicate if changes were made. The images or other third party material in this article are included in the article's Creative Common... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8842920/ | Servant leadership: an endangered species? - PMC - NIH | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.484 | 0.868 | ["innovation", "philosophy"] | 512 | Servant Leadership | topic | 2026-04-14T03:48:58.989999 | [
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and your intended use is not permitted by statutory regulation or exceeds the permitted use, you will need to obtain permission directly from the copyright holder. To view a copy of this licence, visit http://creativecommons.org/licenses/by/4.0/ . The Creative Commons Public Domain Dedication waiver ( http://creativeco... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8842920/ | Servant leadership: an endangered species? - PMC - NIH | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.327 | 0.68 | ["innovation"] | 460 | Servant Leadership | topic | 2026-04-14T03:48:58.990129 | [
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ss otherwise stated in a credit line to the data. PMC Copyright notice PMCID: PMC8842920 PMID: 35164823 “Power tends to corrupt, and absolute power corrupts absolutely.” (John Emerich Edward Dalberg-Acton; 1834–1902). This historic quote by Lord Acton remains as applicable in the twenty-first century as in his original... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8842920/ | Servant leadership: an endangered species? - PMC - NIH | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.601 | 0.858 | ["leadership", "ethics", "war_conflict"] | 512 | Servant Leadership | topic | 2026-04-14T03:48:58.990292 | [
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sibility to serve and influence others (“servant/transformative leaders”); (b) abuse their ability to control valued resources as a personal freedom to serve themselves (“autocratic/transactional leaders”); or (c) cling to their leadership position by avoiding controversy and decision-making in order to minimize the ri... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8842920/ | Servant leadership: an endangered species? - PMC - NIH | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.505 | 0.83 | ["leadership", "decision_making", "social_justice", "philosophy"] | 481 | Servant Leadership | topic | 2026-04-14T03:48:58.990443 | [
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of autocratic and indifferent leadership styles. Servant leadership was first popularized by Robert Greenleaf in the 1970s [ 2 ] and has been traditionally defined as a leader with high moral authority who leads by conscience, not by ego [ 3 ]. At the core of this philosophy, servant leaders must be willing to sacrific... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8842920/ | Servant leadership: an endangered species? - PMC - NIH | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.569 | 0.872 | ["leadership", "ethics", "philosophy"] | 511 | Servant Leadership | topic | 2026-04-14T03:48:58.990577 | [
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tude versus autocratic or indifferent leadership. The latter two leadership styles serve the sole purpose for individuals to retain and expand their position of power. The key driver for an autocratic leader (“What’s in it for me?”) or indifferent leader (“How can I avoid controversy?”) is contrary to the desire to ser... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8842920/ | Servant leadership: an endangered species? - PMC - NIH | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.6 | 0.866 | ["leadership"] | 511 | Servant Leadership | topic | 2026-04-14T03:48:58.990704 | [
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and doubt their own competence tend to embrace a more autocratic leadership style in order to control the potential threat to their power by others. These leaders will request unconditional loyalty from their subordinates in absence of reciprocity. Indifferent leaders are typically elevated or “grandfathered” into a le... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8842920/ | Servant leadership: an endangered species? - PMC - NIH | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.465 | 0.826 | ["leadership", "networking", "family"] | 439 | Servant Leadership | topic | 2026-04-14T03:48:58.990864 | [
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l authority, merit, or a commitment to servitude. Such leaders will cling to their leadership position by avoiding controversy and proactive decision-making (“flying under the radar” paradigm) in order not to take the risk of making a wrong or unpopular decision. In contrast, servant leaders tend to earn genuine loyalt... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8842920/ | Servant leadership: an endangered species? - PMC - NIH | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.491 | 0.828 | ["leadership", "decision_making"] | 414 | Servant Leadership | topic | 2026-04-14T03:48:58.990989 | [
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ch leaders invariably act in their best interest. In the business world, the autocratic model reflects a “top-down” hierarchy whereby a leader’s power is controlled through a paycheck. Under this paradigm, team members obey their leaders by performing “duties as assigned” in order to retain their job security [ 5 ]. In... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8842920/ | Servant leadership: an endangered species? - PMC - NIH | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.544 | 0.862 | ["leadership", "management", "ethics", "career", "salary"] | 512 | Servant Leadership | topic | 2026-04-14T03:48:58.991115 | [
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ice, and commitment to doing what is right for their community and constituents. Under this paradigm, the team members follow their servant leaders by feeling empowered and accountable for their own actions with the intent to contribute and to improve the organization. In politics, autocratic leadership is represented ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8842920/ | Servant leadership: an endangered species? - PMC - NIH | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.63 | 0.844 | ["leadership", "war_conflict", "management", "decision_making", "crisis"] | 488 | Servant Leadership | topic | 2026-04-14T03:48:58.991255 | [
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mand” with unequivocal decision-making authority. While beneficial for the sake of efficiency, the autocratic leadership model largely promotes mediocrity at the price of individual accountability. Intriguingly, such a leadership style can also impose a double-edge sword if subordinates follow a strict chain of command... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8842920/ | Servant leadership: an endangered species? - PMC - NIH | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.402 | 0.822 | ["leadership", "war_conflict", "decision_making"] | 428 | Servant Leadership | topic | 2026-04-14T03:48:58.991385 | [
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nch military defeat at Waterloo on June 18, 1815. Napoleon Bonaparte had ordered his general Emmanuel de Grouchy to pursue the retreated Prussians. While witnessing the French army under massive attack by two of the armies of the Seventh Coalition, Grouchy continued to blindly follow the Emperor’s order instead of rush... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8842920/ | Servant leadership: an endangered species? - PMC - NIH | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.337 | 0.854 | ["war_conflict"] | 461 | Servant Leadership | topic | 2026-04-14T03:48:58.991509 | [
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ens of thousands of causalities and losses [ 8 ]. The outcome of the landmark battle could have been turned around if Napoleon’s general had felt empowered to make a proactive “ad hoc” decision against the Emperor’s outdated orders. This historic example emphasizes the adverse impact of autocratic leadership (Napoleon)... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8842920/ | Servant leadership: an endangered species? - PMC - NIH | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.57 | 0.834 | ["leadership", "decision_making", "war_conflict"] | 439 | Servant Leadership | topic | 2026-04-14T03:48:58.991631 | [
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sion-making authority. Dr. Martin Luther King Jr. suitably stated that “The ultimate measure of a man is not where he stands in moments of comfort or convenience, but where he stands at times of challenge and controversy” [ 9 ]. This quote reflects on the observation that, unlike autocratic and indifferent leaders, ser... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8842920/ | Servant leadership: an endangered species? - PMC - NIH | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.609 | 0.856 | ["leadership", "crisis"] | 486 | Servant Leadership | topic | 2026-04-14T03:48:58.991753 | [
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the sake of their constituents or organizations. Outside of business and politics, the stratification of leadership styles (Table 1 ) can also be extrapolated to the field of medicine [ 10 – 12 ]. In modern healthcare, autocratic or indifferent leadership can negatively impact care delivery and assurance of quality and... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8842920/ | Servant leadership: an endangered species? - PMC - NIH | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.596 | 0.862 | ["leadership"] | 511 | Servant Leadership | topic | 2026-04-14T03:48:58.991906 | [
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safety can be more dramatically impacted on a larger scale by subtle nuances in authoritarian leadership at the level of physician leaders, department chairs, or hospital executives. Once autocratic leadership is introduced in the healthcare setting, staff and colleagues will feel deprived of an opportunity for providi... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8842920/ | Servant leadership: an endangered species? - PMC - NIH | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.586 | 0.85 | ["leadership", "communication"] | 512 | Servant Leadership | topic | 2026-04-14T03:48:58.992050 | [
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colleagues who seek new opportunities elsewhere further exacerbates the downward spiral towards an evolution of “silo mentality” and erosion of trust, engagement, and individual accountability. A classic quote from leadership coaching states that “People leave their bosses, not their companies.” [ 13 ] Table 1. Charact... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8842920/ | Servant leadership: an endangered species? - PMC - NIH | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.629 | 0.834 | ["leadership", "war_conflict", "philosophy"] | 512 | Servant Leadership | topic | 2026-04-14T03:48:58.992233 | [
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“What’s needed of me?” (Empathy, servitude) “What’s in it for me?” (Entitlement, abuse of power) “How can I avoid controversy?” (Indifference) Subordinates’ perspective “How can I support this leader?” (Loyalty) “How can I avoid this leader?” (Fear) “How can I take advantage of this leader?” (Opportunism) Leadership st... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8842920/ | Servant leadership: an endangered species? - PMC - NIH | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.629 | 0.842 | ["leadership", "decision_making", "rhetoric"] | 511 | Servant Leadership | topic | 2026-04-14T03:48:58.992376 | [
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decision-making “Top-down” chain of command; imposes decisions on others Risk-averse; avoids decision-making Listening skills Active empathetic listener Passive listener Passive/indifferent listener Culture “Just culture” “Blame and shame” “Flying under the radar” How this leader makes you feel Encouraged Incompetent I... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8842920/ | Servant leadership: an endangered species? - PMC - NIH | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.571 | 0.692 | ["leadership", "decision_making", "education"] | 512 | Servant Leadership | topic | 2026-04-14T03:48:58.992583 | [
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act on graduate medical education and the training of the next generation of physicians [ 14 ]. Medical students undergo rigorous training and endure a range of triumphs and failures. In addition to navigating through the ups and downs of the curriculum and rotations, medical students are trying to figure out how they ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8842920/ | Servant leadership: an endangered species? - PMC - NIH | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.508 | 0.87 | ["crisis", "education"] | 512 | Servant Leadership | topic | 2026-04-14T03:48:58.992782 | [
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0.06264076381921768,
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-0... | ||
aining with the support of peers, and possibly with a student mentor from a class above, but rarely with the support of a designated physician mentor. After consulting with many student peers from medical schools across the United States, there is a general consensus that having a dedicated physician mentor is rare (Ah... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8842920/ | Servant leadership: an endangered species? - PMC - NIH | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.535 | 0.866 | ["education"] | 512 | Servant Leadership | topic | 2026-04-14T03:48:58.992908 | [
0.011942259036004543,
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0.0... | ||
e the student is rotating, anywhere from two to six weeks. Once the rotation is complete, most preceptors and students no longer maintain a mentorship relationship. The root cause of this apparent shortage of physician mentors for medical students is likely based on mutated values for practicing physicians in the moder... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8842920/ | Servant leadership: an endangered species? - PMC - NIH | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.55 | 0.862 | ["ethics", "networking", "education"] | 512 | Servant Leadership | topic | 2026-04-14T03:48:58.993042 | [
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0.1131623312830925,
0.04333895444869995,
0.012105248868... | ||
f the “servant heart” of a clinician and academician [ 4 , 15 , 16 ]. However, the paradigm of the “modern-day healer” has been transformed largely to shift work whereby non-compensated academic efforts may no longer be considered valuable as part of a meaningful “work-life-balance”. Physicians are under increasing pre... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8842920/ | Servant leadership: an endangered species? - PMC - NIH | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.425 | 0.85 | ["philosophy"] | 512 | Servant Leadership | topic | 2026-04-14T03:48:58.993159 | [
-0.009041231125593185,
0.09384237229824066,
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0.036... | ||
incentivized as part of a preceptorship contract. The rapidly expanding demands of healthcare also increase the amount of mental pressure and stress on medical students. The combination of working exceedingly hard, yet falling short in standardized tests, scribing medical notes instead of performing physical exams, rec... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8842920/ | Servant leadership: an endangered species? - PMC - NIH | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.339 | 0.842 | ["philosophy"] | 511 | Servant Leadership | topic | 2026-04-14T03:48:58.993258 | [
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to the highly prevalent “impostor syndrome” among medical students, ultimately leading to burnout and depression, and even regret for pursuing the calling to become a physician. As a coping mechanism, empathy and compassion, the main motivators of medical school applicants, have been documented to erode in the 3 rd yea... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8842920/ | Servant leadership: an endangered species? - PMC - NIH | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.51 | 0.862 | ["education", "leadership"] | 512 | Servant Leadership | topic | 2026-04-14T03:48:58.993365 | [
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0.04509848728775978,
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0.02... |
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