Purpose: The present conceptual paper sets out to answer the question, can a model of servant leadership be infused within supervision in order to mitigate employee burnout and negative stressful experiences in the health and social care sector.

Design/Approach: A brief targeted review of the literature was undertaken to assess the extent of burnout in the health and social care sectors. The supervision literature was also explored for possible gaps in effectiveness. The outcomes associated with servant leadership were distilled, focusing on employee wellbeing and how these are linked to burnout.

Findings: The literature suggests that burnout and related concepts such as secondary trauma and compassion fatigue impact these professions disproportionately. At the same time, servant leadership is suggested to mitigate some of these factors. The author presents a conceptual model of servant leadership supervision consisting of an ideographic model of servant leadership, Servant Leadership Scale-28 (SLS-28), using the most recent meta-analysis defining this construct, and previously validated measures in the extant literature to inform its design. A Servant Leadership Supervision Scale (SLSS) is also presented aligning its use to several of the core characteristics of servant leadership practice.

Research Implications/limitations: This conceptual model may help reduce burnout of health and social care sector employees. It is the first articulated servant leadership supervision model specifically put forward to reduce burnout in this population. Limitations are considered in light of the conceptual paper having no primary data.