EMS Leadership Part 1: Master or Servant?

This is the first in a series of columns on EMS leadership. Dr. Breaux will cover leadership applications such as behavioral, managerial, situational, path-goal, leader-member exchange, full-range transformational and transactional leadership. Other areas like conflict management, effective communications and organization structure will also be addressed.

John was somewhat nervous because he had just been informed that the EMS station chief wanted to see him in his office at the start of today's shift. John was just starting his seventh month as a metropolitan paramedic. As he entered the chief's office, he asked if there was a problem. The chief smiled and asked John to take a seat while he closed his office door.

The chief looked at John with a pleasant smile and told him, "Today, you are the lead paramedic on ambulance number 21."

John was taken aback and asked the chief if he was kidding. The chief told him that Charles, John's supervising paramedic, had highly recommended John for the lead position.

When John asked the chief if he was sure he was ready for this challenging position, the chief asked, "How did Charles prepare you for this position?"

"He was always there when I needed him," John replied. "Charles went out of his way to not be bossy and condescending. He let me take the lead as much as possible, with him functioning as the junior member of the team. He allowed me to walk him through the medical protocols and would politely ask me to stop and think about a procedure that may be in error prior to my performing it. While the learning process was challenging, I learned a lot and was comfortable taking the lead on many occasions. Charles' style of leadership motivated and empowered me to be a leader. He supported me completely in building my confidence and skills expertise during both routine and challenging ambulance runs. He consistently put me in the leadership role, but he was always there to ensure my success. He always took time to listen to me versus giving abrupt commands and authoritative direction. Charles is always there for me, our patients, other healthcare providers, the organization and our community. I guess he definitely set the stage for me to be a leader. While I am surprised by the level of leadership I believe I now possess, I hope I can still count on Charles and you to support me in my new leadership position."

"We are always here to support you, John," said the chief. "Charles and I believe you are capable and ready for this lead paramedic position."

The chief finished the meeting by telling John to remember to apply the leadership skills exhibited by Charles "because we need more confident and successful leaders in EMS." John smiled and ensured the chief he could count on him to inspire leadership and lead by example.

SERVANT LEADERSHIP

While you may interpret this as a corny story, it is an example of "servant leadership" espoused by Robert Greenleaf in his 1977 book Servant Leadership. A lot of research, teaching and publications have been established to support the application of servant leadership. It is not a new concept. It has been and is still being applied in diverse organizations globally. It is a leadership style that supports success no matter the profession, organization or social framework.

According to Greenleaf, a leader should be a servant whose objective is to motivate followers to be confident enough to take the lead when the leader is not present. Making the success of his followers or team members a primary focus, the servant leader supports them fully in building their individual leadership skills. The emphasis is not on building power and narcissistic practices, but rather on the success of the followers, including providing effective and successful patient care.

Servant leadership takes courage and is not easy. You would not be in EMS if you lack the courage to put yourself in harm's way for the safety and successful treatment outcome of your patients. You are already on your way to becoming a servant leader. Servant leadership motivates and empowers you to be the person you want to be while also being the kind of leader you want to be.

You may have seen or experienced poor leadership. Poor leaders are power-hungry, self-centered, egotistical, narcissistic and non-supportive people who destroy morale and negatively impact professional performance. Organizations, as well as patients, suffer extensively from such leaders. By serving others, your organization, profession, society and individual patients benefit through the application of servant leadership. What type of person or leader do you want to be?

Servant leaders embrace the following actions:

• Lead by example
• Provide appropriate support services to ensure team success
• Cultivate empowering leadership among their team members
• Apply moral and ethical behavior in the daily operational environment
• Provide service to their community
• Make listening the focal point of their effective communication skills
• Do not focus on power-building and narcissistic leadership practices
• Motivate through service to others.

There has been extensive research and publication on servant leadership. Take advantage of these resources and set a goal to be a servant leader. This type of leadership can sustain professional satisfaction for you and your co-workers. Make servant leadership a hallmark of the profession you are in with regard to spirit and practice.

Paul Breaux, MPA, PhD, LP, has a doctorate in Leadership Studies and conducts research in EMS, firefighting, law enforcement and military leadership. He is in his 11th year as a volunteer paramedic for Bandera County, TX, EMS. His full-time job is in applied research and development with Southwest Research Institute.