論文代寫：克利夫蘭的仆人式領導概念
克利夫蘭的仆人式領導的驅動力來自於該組織增加員工參與從而提高患者滿意度的目標。克利夫蘭診所的這一目標是在采用仆人領導理念後成功實現的。從上面的討論中，也許可以清楚地看出克利夫蘭診所的領導是敏捷的，而且整個領導在采用仆人式領導方面都表現出了敏捷性。然而，診所的領導力也有一些限制，因為可以看到，在采用服務型領導力概念的時候，這個概念遭到了部分管理人員的反對。
論文代寫：克利夫蘭的仆人式領導概念
然而，盡管有來自部分領導成員的反對，服務型領導的概念最終在組織中找到了自己的道路。之後，克利夫蘭診所遵循仆人領導的理念，使工作環境更適合自由工作，實現可持續發展。該診所實施了一系列旨在確保仆人式領導原則在整個組織文化中根深蒂固的倡議，並且各級領導都獲得了成為有效的服務型領導所必需的技能(Giuliani和Kurson, 2007)。
論文代寫：克利夫蘭的仆人式領導概念
The drive for servant leadership at Cleveland was motivated by the organization’s goal of increasing employee’s engagement and thus improving patient satisfaction. This goal of the Cleveland Clinic was met successfully following the adoption of servant leadership concept. From the above discussion, it is perhaps clear that the leadership at the Cleveland Clinic is agile and the entire leadership had shown agility in adopting servant leadership. However, the leadership at the clinic has some restrictions as well, because it can be observed that at the time of adopting the concept servant leadership, the concept was opposed by a part of the management.
論文代寫：克利夫蘭的仆人式領導概念
Nevertheless, despite these oppose from the part of some members of the leadership, the servant leadership concept finally found its way within the organization. After that, Cleveland Clinic is following the servant leadership concept across its premises to make the working environment more of a place to work freely to make sustainable development. The clinic has implemented an array of initiatives designed and intended for ensuring that the principles of the servant leadership are embedded throughout the culture of the organization and the leaders at every level obtain the skills necessary to be effective serving leaders (Giuliani and Kurson, 2007).
