Putting service back into health care through servant leadership.

Clicks: 239
ID: 59027
2019
Article Quality & Performance Metrics
Overall Quality
Not rated
Combines reader engagement with the AI quality analysis. This article has not been analysed, so there is no overall score — reader engagement is measured and shown alongside.
AI Quality Assessment
Not analyzed
Readership in this journal
Steady

Ranked #2 of 2 articles by views in british journal of hospital medicine (london, england : 2005)

Most read Least read

Bar heights use a square-root scale.

Mint this article as an NFT
Not yet minted

Create a permanent, verifiable on-chain record of this article on the Scimatic Network. The NFT is held in your Journament account, and you can withdraw it to your own wallet at any time.

5 SUSD one-off · no wallet required
Sign in to mint
Abstract
Servant leadership theory is little reported on in NHS leadership development strategies despite clear alignment with the core values underpinning health care for all. This article reviews the key concepts of servant leadership and suggests that it should be viewed as a core leadership style for those working in health-care organizations.
Reference Key
cottey2019puttingbritish Use this key to autocite in the manuscript while using SciMatic Manuscript Manager or Thesis Manager
Authors Cottey, Laura;McKimm, Judy;
Journal british journal of hospital medicine (london, england : 2005)
Year 2019
DOI
10.12968/hmed.2019.80.4.220
URL
Keywords Keywords not found

Citations

No citations found. To add a citation, contact the admin at info@scimatic.org

Comments

No comments yet. Be the first to comment on this article.