"The leader of a tribe is their servant" Identifying servant leadership among healthcare professionals in Saudi Arabia: A systematic literature review

Abstract

ABSTRACT

Background: The current Healthcare System (HS) in Saudi Arabia is unstable and unsustainable due to rabidly change to meet the requirement of national program vision 2030. Paradox of serving is one of these challenges in which patients desire the highest service quality but also in low cost. However, healthcare providers need to gain clients trust and respect to resolve and balance this paradox. The HS must shift its paradigm to improve the value of care. Servant Leadership (SL) is therefore the concept where healthcare organisation can adapt to better manage this paradox and effectively guide patients and regain their trust but also loyalty.

Objective: The purpose of this study aimed to conceptually explore the concept of SL in the literature as a value-based leadership style to cover the gap and improve not only provider-patient relationship but also strengthen teamwork ties among health organisations. This study highlights and identify the concept of SL and its practices worldwide and in particular among the UK and Kingdom of Saudi Arabia in different fields but also in healthcare. This can deepen reader’s understanding for the concept of SL and its relevant variables. Study identified four main variables that were associated with SL by reviewing literatures, mainly a) productivity in which internal motivation, innovation and creativity were connected, b) collaboration in which healthy and sustainable relationships can be built via effective communication framework within a certain context, c) Technology and tools that are utilised in facilitating leadership in health organisation and its impact on SL practices, d) Training opportunities for SL leaders, physicians, nurses and students including formal and informal learning activities.

Design & methods: A systematic literature review (SLR) was conducted as a research design to explore a number of research papers regarding the relevant variables and associated components to SL. Data were collected in four sequential phases using systematic analysis to review the sub-components of SL, mainly the productivity (motivation, innovation & creativity), collaboration & communication, technology and training and their association with SL were also systematically reviewed. A review protocol technique has been identified and proceeded. Researched academic databases and keywords were also listed and documented.

Results: As a result, study expanded the body of academic knowledge in terms of providing a comprehensive understanding of SL by shaping a significant relationship within a wide range of different variables and components. Based on literature analysis, a meaningful significant relationship has been shaped and theoretically confirmed to join SL to relevant components. This can deepen reader understanding of different perspectives and perceptions of SL through different cultures and business background. Study provides therefore a new conceptual framework to better conceive, perceive and adapt SL in a bicultural context.

Conclusion: SL is a value-based style of leadership that can be understood by exploring the factors and components that are relevant to it in terms of theory and practice. This study identifies an evidence-based path models and a conceptual framework to understand SL in business field but also among different cultures. In order to plan to adapt SL in Saudi Arabia in healthcare field, it is recommended to pay more attention of individual internal motivation, taking into consideration implications of innovation and creativity as a goal for healthcare service, planning and implementing new trustworthy culture to establish an effective and efficient style of communication, encourage stakeholders to build sustainable healthy relationships via long term collaboration. Investing more in technology and provide regular training for having early a