Development of an Instrument to Assess Attributes of Servant-Leadership Which Reflect the Forces of Magnetism®

There is an increasing demand for nurse leaders to create healthy work environments to maintain an engaged workforce (ANA, 2014; Shirey, 2006). Rother and Lavizzo-Mourey (2009) predicted by year 2025 the nursing shortage may reach as high as 500,000 U.S. nursing vacancies. Servant leadership has emerged as an effective leadership model for nursing because of the focus on development of the full potential of the person. Servant leadership, first articulated by seminal theorist Greenleaf (1970), opined the servant leader looks beyond him/herself and those employed by the organization to consider the interests of customers (patients, stakeholders) and the community. Servant leaders foster collaboration, stimulate innovation, and empower nurses to achieve success in exceptional ways. Additionally, servant leadership exerts exceptional effects on the organization in that nurses are provided autonomy to practice in an environment independence, continuous improvement and self-direction. Finally, servant leadership creates a culture of accountability and supports nursing ethics which builds intrinsic value in the organization (Liden, 2013). Ultimately, servant leadership drives positive outcomes for the patients, nurses, stakeholders, organizations, and communities (Liden, 2013).

This presentation is based on research designed to develop and validate an instrument to assess servant leadership attributes in nurse leaders. The Healthcare Servant-Leadership Scale (HHSLS) was designed to measure servant leadership characteristics of nurse leaders that also reflect the American Nurses Credentialing Center’s (ANCC) 14 Forces of Magnetism (FOM)—an important framework for the Magnet Recognition Program®. The FOM were identified more than 25 years ago and have remained remarkably stable—a testament to their enduring value (ANCC, 2010). The HHSLS if validated may be able to assist nurse leaders to identify, develop, educate, and prepare nurses for exceptional leadership. The HHSLS may also be effective in self and peer review of servant leadership attributes in relationship to the FOM.

Current research suggest that an empirical link exists between servant leadership and employee engagement (Amadeo, 2008; Liden, Panaccio, Meuser, Hu, & Wayne, 2011; Van Dierendonck, 2011). An engaged workforce is able to handle unstable environments (Liden, 2013) such as nursing turnover, job dissatisfaction, and stress. Servant leadership may be a powerful tool for nurse leaders to empower clinical nurses to practice in a constantly changing environment of care and thrive in chaotic work environments. Servant leadership may be the best model to express the Forces of Magnetism and support the Magnet culture for exceptional practice.

In a report published by the Institute of Medicines (IOM), (2010), Recommendation 7 suggests that the nursing workforce needs preparation to assume leadership positions across the health care continuum by intentionally adopting frameworks for leader development. Servant leadership may be an important framework to develop nurse leaders for the future that support the FOM. Validation of the HHSLS may provide a tool for the development of effective nurse leaders particularly in a Magnet setting.

Research partially funded by Sigma Theta Tau International Foundation grant number 001773306I