By Ruth Carol, contributing writer
People often choose a career in medicine to help others, so why not choose a leadership style that promotes serving others?
Leaders are considered servants first and leaders second in the servant leadership model. In the context of health care, physicians serve their patients first and foremost. They serve others on the health care team by fostering and nurturing them to perform at their optimal level. This model emphasizes a holistic approach, promoting humility and empathy, a sense of community, and the sharing of power in decision making.
Although this term was coined by American essayist Robert K. Greenleaf in the 1970s, it is as relevant today as the day he described it. If you don’t think so, consider what author and motivational speaker Simon Sinek says about leadership today: “Good leadership is not about being in charge, it’s about taking care of those in your charge.”
Servant leadership describes leaders who don’t promote themselves, but rather use their role to develop and promote those coming behind them, said Mary Maloney, MD, recipient of the AAD’s 2019 Advocate of the Year and Mentor of the Year award. Leadership models are important because they enable individuals to model healthy behaviors, she added.
During the COVID-19 pandemic, adopting this model of leadership was perhaps more important than ever, as the entire medical community rallied together to protect the health of the nation and the world. “When you serve others, everyone gets lifted,” noted David J. Mann, MD, who is in private practice in Buffalo Grove, Illinois.
An exemplary model
Servant leadership promotes a sustained perpetual growth cycle, in which everyone can succeed and thrive in “service” of a shared core mission, Dr. Mann explained. In the case of his practice, the mission is to heal others and help heal the world. In contrast, dictatorial leaders make life simpler, but morale becomes toxic under that kind of authority while laissez-faire leaders who believe in democracy at all costs end up having chaos in their organizations, he said.
Being a servant leader requires self-introspection, stated Seemal R. Desai, MD, who has a private practice in Plano, Texas, and serves on the Academy’s Board of Directors. “It’s not about being perfect, but rather about being a work in progress and willing to evolve,” Dr. Desai said. “That also makes you more relatable as a leader.”
A conscious commitment to self-awareness, self-care, and growth is a critical element in physicians’ ability to offer optimal service to others, Dr. Mann stressed. “We serve our patients by understanding and prioritizing their needs,” he said. “We treat everyone with dignity and respect, and we model these values for our patients and each other by our choices and actions.”
Ideally, servant leaders seize learning opportunities in every situation that arises, Dr. Mann noted. This creates an environment where people can keep growing personally and professionally, which, in turn creates a culture where thriving — not just surviving — can be sustained.
Benefits of this model
Regarding patients, practicing servant leadership could contribute to fewer medical errors as well as improved outcomes and patient satisfaction. The attributes associated with this approach (see sidebar) not only foster a positive physician-patient relationship, but overlap with patient-centered communication, which has been linked to better outcomes and improved patient satisfaction. Empowered people are more engaged and look to solve problems, so it makes sense that this leadership model would contribute to all the above, Dr. Maloney said.
Greater “ownership” among team members translates into better attention to detail and nuance, greater initiative, more valuable and meaningful interactions, better communications, improved outcomes (tangible and intangible), heightened patient satisfaction, and an enriched experience overall for all parties involved, Dr. Mann said. Of course, this doesn’t happen overnight. There are obstacles and learning curves to overcome. “Facing these difficulties by leaning in is a way of demonstrating that servant leadership is an everyday responsibility, and servant leaders are tested in big and little ways all the time...because that’s where the growth lies,” Dr. Mann added.
This model promotes more of a collaboration with patients, Dr. Desai said. “You don’t just tell patients what to do and send them on their way,” he added.
When patients feel like they are seen, heard, and understood that leads to improved patient care, Dr. Mann said. That may mean honoring their frustration at how long they’ve waited for test results or even to see their doctor on a particularly demanding day. “We try to be respectful of our patients’ time and communicate in a timely manner, taking full accountability for any issue we’ve contributed to, and never blaming the patient or using guilt to alleviate our stress,” he said.
It’s also about improving systems and processes to better serve patients. In response to Coronavirus Disease 2019 (COVID-19), for example, Dr. Mann introduced ahead of schedule a teledermatology platform that allows him to complete a virtual physical examination. He also worked with a digital media partner to better connect and reach out to patients as this volatile and disruptive time required new ways of communicating and coping.
Practicing servant leadership can also have a positive impact on physicians and members of the health care team. When leaders foster and nurture physicians, they help physicians reignite the joy they have in their work, Dr. Maloney said. That prevents burnout and increases retention because the physicians see themselves as growing, which also applies to their sense of pride and accomplishment.
Similarly, servant leaders engage with team members to ensure they are working in positions that fit their strengths as well as their aspirations. Sharing intellectual knowledge, such as understanding the burden of psoriasis, can help staff become more empathetic toward patients with the disease, she added.
This model inevitably heightens individual and team productivity and accountability, improves morale, grows conflict resolution and communications skills, and facilitates collaboration and cooperation, Dr. Mann noted. “All of this goes to the bottom line — since positively functioning, healthy teams contribute to healthy, happy, and loyal patients, and the cycle keeps going onward and upward,” he said.