REVIEW OF RELATED LITERATURE: Servant leadership At rst glance, the words servant and leader sit oddly together.

They appear paradoxical, a seeming contradiction in terms. However, the two words accurately capture the essence of this passionate and service-oriented approach to leadership. Servant leadership is an altruistic model for leadership that can stimulate change at personal and organizational levels (Russell & Stone, 2002), and facilitate the development of robust, vibrant and generative research cultures. Servant leaders are strong and resilient leaders sustained by a passion to support the personal growth and development of constituents, and facilitate the achievement of communal goals and aspirations. Servant leaders exert inuence through persuasive (rather than coercive) practices, and so do not require legitimate authority or positional power, and can emerge from any level of an organization. Servant leaders do not consider leadership in terms of status and standing (Russell & Stone, 2002),rather viewing leadership as an opportunity to develop people through service (Smith, Montagno,& Kuzmenko,2004). The focus is on valuing and developing people, recognizing and meeting their needs, and fostering the growth of an environment in which constituents can grow and achieve their goals. Authenticity, trust and humility are also features of servant leadership (Joseph & Winston, 2005; Smithet al., 2004) and servant leaders recognize that distant, arrogant and intimidatory leader behaviours only serve to silence, cower and suppress the creative energy of constituents. Servant leadership has an explicit moral component (Barbuto & Wheeler, 2006) premised on participatory community processes and teamwork, ethical caring practices (Spears, 2004), trust (Joseph & Winston, 2005), and personal integrity (Smith et al., 2004).

Work-related stress (because of violence toh) Violence in the health care setting affects the employee, employer, and patients. In addition to physical injury, disability, chronic pain, and muscle tension, employees who experience violence suffer psychological problems such as loss of sleep, nightmares, and flashbacks (Findorff, McGovern, Wall, Gerberich, & Alexander, 2004; Gerberich et al., 2004; Levin, Hewitt, & Misner, 1998; Simonowitz, 1996). Health care workers who are assaulted experience shortterm and long-term emotional reactions, including anger, sadness, frustration, anxiety, irritability, apathy, self-blame, and helplessness (Gates, Fitzwater, & Succop, 2003; Gillespie, Gates, Miller, & Howard, 2010; Hagen & Sayers, 1995; Pillemer & Hudson, 1993). Gates et al. (2003; 2006) found assaulted nursing assistants in long-term care were significantly more likely to suffer occupational strain, role stress, anger, job dissatisfaction, decreased feelings of safety, and fear of future assaults. Symptoms occurred regardless of whether an injury was sustained from the assault. Other researchers (Caldwell, 1992; Gerberich et al., 2004) found atrisk health care workers frequently suffer symptoms of post-traumatic stress disorder (PTSD). Laposa and Alden (2003) studied ED workers and found 12% met full criteria for PTSD, 20% met the symptom criteria for the disorder, and the proportion of workers with PTSD was significantly higher than the general population. For the employer, workplace violence impacts costs related to increased turnover, absenteeism, medical and psychological care, property damage, increased security, litigation, increased workers' compensation, job dissatisfaction, and decreased morale (Banaszak-Hall & Hines, 1996; Gerberich et al., 2004; Mesirow, Klopp, & Olson, 1998).