The difference between servant leaders and self serving leaders is best

The difference between servant leaders and self

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The difference between servant leaders and self-serving leaders is best understood by the manner in which they handle succession plans. In 2005, Cowan recruited a new chief of clinical services and charged them with running the facility in 2008. The individual was never a registered nurse and was comparatively young for the position; however, Cowan had identified him a possible replacement he could mentor for the role and hired him. A nurse was not
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11 appointed as the nursing manager for the first time in the facility’s history. Thistlethwaite (2012) write about “rare finds” and the need for managers and leaders to examine resumes in a reverse manner to uncover overlooked talents; conventional hiring simply brings about status quo applicants. Cowan opted on a different approach and disregarded the firm’s history of selecting RNs as managers, and choose an unlikely replacement. Cowan subsequently supported the recruit with the full intent of making him a leader at SMHC after Cowan’s departure. When it was right for him to ascend to the leadership position, Cowan, gave way to assume new responsibilities in the newly established Covenant Health. Although Cowan retained a desk at SMHC while engaged in different consultancy duties, he never got in the way of the new CEO’s leadership. Instead, he remained a supporter of his replacement. Cowan’s dedication and determination restored a dysfunctional institution and is an illustration of the impact servant leaders can have on organizations. When he took as CEO in 2001, SMHC was almost insolvent, had a $10 million yearly budget, a large deficit, and no capital assets. When he vacated the post to his successor in 2008, SMHC had $43 million in assets, a budget of $30 million, and a yearly surplus. The institution also possessed a new culture with sociable labour relationships with employees who were growing in pleasure in their work. SMHC’s LPNs work would still be limited in scope had Cowan not fought for the recognition of their roles. What is more, he oversaw a new care model for seniors, which is has been used in modelling facilities for seniors in Western Canada. Numerous individuals have praised the facility’s design and it was recently awarded for its artistic design and contributions. Cowan additionally designed and implemented an autonomous living model, which has been recognized for its attitude to customer care. By being a servant leader, he was able to transform flawed
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12 labour relations into functional and workable coalitions while also turning a confrontational funding association into a flourishing union. Conclusion Cowan’s inventive change efforts appear inconceivable but are techniques commonly adopted by performance-oriented servant leaders. These individuals turn institutions around and engender results not with their talents or charisma, but with their spirits. The tactics mentioned in this exposition are life changing yet in the hands of inspiring leaders, can result in devastating consequences for any organization. They call for leaders with servant-minded natures. Overall,
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  • Spring '20
  • Test, Kevin Cowan

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