Servant Leadership in a Nordic Healthcare Organization

The aim of this chapter is to deepen the understanding of employees’ perceptions of servant leadership (SL) in the context of healthcare organizations. The empirical findings are based on the analysis of qualitative data collected in a Nordic healthcare organization that supports SL. Based on theory-driven content analysis, perceptions of SL were evaluated based on Spears’ definition of SL, which this chapter supports and develops. The findings show that SL seems to be a suitable approach for leadership in a healthcare organization. Its ethical and human-centered values especially seem to fit the context of healthcare. peerReviewed

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