Journal of nursing management · 2026
Serving With Purpose: How Servant Leadership Fosters Nurses' Service Orientation and Performance.
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Shih Lihsiang, Yang Fenghuang, Wang Lifen
Аннотация
BACKGROUND: Servant leadership emphasizes humility, ethical conduct, service to others, and concern for followers' development. In nursing teams, understanding how servant leadership is associated with nurses' service performance and the mechanisms underlying this association is important for patient-centered service delivery and nursing management.
AIM: To examine the association between team-level servant leadership and individual nurses' service performance and to test two proposed indirect pathways through team service orientation and individual service rule commitment.
METHODS: A multilevel, time-lagged, and multisource survey was conducted across 44 nursing teams from regional teaching hospitals in Taiwan. Data were collected at two time points, 4 weeks apart, using matched questionnaires completed by nurses and their immediate supervisors. A total of 193 valid matched responses were obtained. Nurses assessed servant leadership, service orientation, and service rule commitment, whereas supervisors rated nurses' service performance. Random-intercept multilevel models were estimated using full maximum likelihood. The service orientation pathway was specified as a 2-2-1 model and the service rule commitment pathway as a 2-1-1 model. Formal indirect effects were evaluated using Monte Carlo confidence intervals.
RESULTS: Servant leadership was positively associated with nurses' service performance before the proposed mediators were entered (B = 0.230, SE = 0.112, p = 0.046). Servant leadership was also positively associated with team service orientation (B = 0.428, SE = 0.105, p < 0.001), which in turn was positively associated with nurses' service performance (B = 0.371, SE = 0.149, p = 0.017). The indirect effect through team service orientation was statistically significant (effect = 0.159, Monte Carlo SE = 0.077, 95% CI [0.030, 0.328]). In contrast, the indirect effect through service rule commitment was not statistically significant (effect = -0.027, Monte Carlo SE = 0.038, 95% CI [-0.115, 0.038]).
CONCLUSION: Team-level servant leadership was positively associated with nurses' service performance and team service orientation. The statistically significant indirect effect through team service orientation supports a value-based indirect pathway linking servant leadership to nurses' service performance, whereas the proposed rule-based indirect pathway through service rule commitment was not supported. These findings suggest that servant leadership may be more closely associated with the internalization of patient-centered service values than with additional commitment to formal service rules.
IMPLICATIONS FOR NURSING MANAGEMENT: Nurse managers may cultivate service-oriented team environments by modeling patient-centered values, demonstrating humility and ethical responsibility, providing supportive feedback, and promoting staff development. Leadership development programs should complement formal service standards with value-based practices that help nurses connect organizational expectations with professional meaning and patient-centered care.
AIM: To examine the association between team-level servant leadership and individual nurses' service performance and to test two proposed indirect pathways through team service orientation and individual service rule commitment.
METHODS: A multilevel, time-lagged, and multisource survey was conducted across 44 nursing teams from regional teaching hospitals in Taiwan. Data were collected at two time points, 4 weeks apart, using matched questionnaires completed by nurses and their immediate supervisors. A total of 193 valid matched responses were obtained. Nurses assessed servant leadership, service orientation, and service rule commitment, whereas supervisors rated nurses' service performance. Random-intercept multilevel models were estimated using full maximum likelihood. The service orientation pathway was specified as a 2-2-1 model and the service rule commitment pathway as a 2-1-1 model. Formal indirect effects were evaluated using Monte Carlo confidence intervals.
RESULTS: Servant leadership was positively associated with nurses' service performance before the proposed mediators were entered (B = 0.230, SE = 0.112, p = 0.046). Servant leadership was also positively associated with team service orientation (B = 0.428, SE = 0.105, p < 0.001), which in turn was positively associated with nurses' service performance (B = 0.371, SE = 0.149, p = 0.017). The indirect effect through team service orientation was statistically significant (effect = 0.159, Monte Carlo SE = 0.077, 95% CI [0.030, 0.328]). In contrast, the indirect effect through service rule commitment was not statistically significant (effect = -0.027, Monte Carlo SE = 0.038, 95% CI [-0.115, 0.038]).
CONCLUSION: Team-level servant leadership was positively associated with nurses' service performance and team service orientation. The statistically significant indirect effect through team service orientation supports a value-based indirect pathway linking servant leadership to nurses' service performance, whereas the proposed rule-based indirect pathway through service rule commitment was not supported. These findings suggest that servant leadership may be more closely associated with the internalization of patient-centered service values than with additional commitment to formal service rules.
IMPLICATIONS FOR NURSING MANAGEMENT: Nurse managers may cultivate service-oriented team environments by modeling patient-centered values, demonstrating humility and ethical responsibility, providing supportive feedback, and promoting staff development. Leadership development programs should complement formal service standards with value-based practices that help nurses connect organizational expectations with professional meaning and patient-centered care.