DQ 1 :Describe the fundamental principles of servant leadership

Greenleaf's move was to invert the usual order: the servant leader wants to serve first, and leads because serving requires it. That inversion produces the principles you will list — listening, empathy, healing, awareness, persuasion rather than positional authority, conceptualisation, foresight, stewardship, commitment to people's growth, and building community. Set them out briefly, because the prompt asks for the fundamentals before it asks for anything else, but resist the urge to gloss all ten. The instruction that follows is narrow and it is where the marks are: pick exactly two qualities and show each one doing a job in interprofessional communication. That word interprofessional matters. It means communication across professions — pharmacy, physiotherapy, medicine, social work — not communication between nurses, and an example confined to your own team misses the target the prompt actually set. Greenleaf framed it as a test: whether those served grow, and whether the least privileged benefit.

Choose two qualities that work differently so the second is not a restatement of the first. Listening is the obvious one and it earns its place if you show it operating where hierarchy usually silences someone: a leader who asks the respiratory therapist what they are seeing before announcing a plan changes what gets said at the next huddle. Persuasion rather than positional authority is the stronger second choice, because interprofessional teams have no common line of command — a nurse leader cannot instruct a physician or a pharmacist, so influence is the only instrument available and servant leadership is unusual in treating that as a feature rather than a limitation. Land both in a specific setting: a discharge planning meeting, a rapid response debrief, a family conference. Then say what changed for the patient, because the prompt asks about providing patient care, not about team morale in the abstract.