Name
School of Nursing and Health Science, Capella University
NHS8002: Collaboration, Communication, and Case Analysis for Doctoral
Prof Name
September, 2024
Personal Leadership Portrait
My leadership portrait emerged as a resource where leadership is founded on the development of interprofessional collaboration, ethical decision-making, and inclusive practices (Leclerc et al., 2020). Through my emotional intelligence, I build successful relationships with my teams and within the communities we serve. I align my leadership with transformational leadership principles of change and innovation to meet dynamic needs in healthcare environments. Having a commitment to ongoing learning as a scholar-practitioner means I learn new knowledge and evidence-based strategies at all points, thereby assuring that my leadership would impact improved patient outcomes, a diverse workplace, and a culture of inclusion.
Personal Evaluation of Leadership Style in Health Care
Reflecting on my leadership approach to health care, I realize that emotional intelligence and teamwork represent the two greatest strengths that I possess(Specchia et al., 2021). Emotional intelligence helps one learn and control his or her emotions as well as the emotions of the team one is working with. In this regard, it will help me improve communication and build trust in my relationships in the healthcare environment. This strength is priceless in the healthcare environment because interprofessional collaboration works to deliver high-quality patient care. This will also foster participation and contribution among all staff members, improve staff well-being, and therefore lead to improved patient outcomes. Ethical leadership further puts aside chances for the maximization of patient safety, fairness, and equity in decision-making, thus keeping my actions by core healthcare values.
Through this critical self-reflection on my character attributes, I also perceive some development areas. While I am effective at creating a collaborative, ethical work environment, I need to grow stronger in my skills of strategic leadership in this dynamically evolving, increasingly complex healthcare environment(Stein Backes et al., 2022). The practice that is closest to my approach involves transformational leadership where the idea is to inspire and motivate others. I’m drawn, though, to more qualities of servant leadership. Embracing the servant leadership principles, I shall learn to give attention to the needs of my team and patients, hence leading to an enhanced culture of care. This self-critical analysis of my strengths and limitations shall allow me to set clear developmental goals in such a manner that will allow me to keep growing. Thus, it leads me to be a better leader in approaching the immediate and long-term challenges of an organization(Uhl et al., 2020).
Ethical Leadership in Professional Practice
While working on healthcare leadership, I develop effective communication and collaboration(Zhang et al., 2023). It is crucial in establishing the interprofessional and community relationship. Through this, I encourage open honesty, respect for all parties involved, and a valued and empowered working environment for all. This collaborative attitude strengthens interprofessional communication, as different disciplines work toward common goals such as improved patient outcomes and the delivery of quality care. Additionally, my focus on ethical leadership fosters an attitude to govern interactions with a commitment to fairness and equity, fostering further trust and cooperation, not only within the team but also among community stakeholders.
While my strengths in communication have helped bring about good relations, I realize that handling a significant organizational change is an area that needs improvement. While I can motivate the team and stimulate engagement, there is much scope for work on strategic planning and management of change activities which would help me be better prepared to foresee challenges and lead my team through transitions. Still, best practices for interprofessional communication, including but not limited to regular feedback loops and structured channels of communication, would even be helpful for the processes. A constant review and fine-tuning of my leadership and communication approaches with recognized evidence from leadership theories and communication models can ensure that the nature of my leadership is adaptive and effective in promoting community engagement and managing change in the healthcare environment(Ellis, 2021).
Application of Ethical Leadership Principles in Professional Practice
Ethical leadership principles such as integrity, transparency, and accountability contribute to the determination of an ethical culture in the workplace hence value-based decision-making and professional conduct(Barkhordari, 2019). In health care, leaders should embody such values by having their actions aligned with ethical provisions of the profession, including respect for autonomy, confidentiality, and equal treatment in care delivery among others. It is only by continually applying these principles that leaders will be able to create an environment where staff members feel empowered to raise ethical concerns, knowing that their voices will be heard and respected. The proactive approach of ethics in leadership not only enhances trust among team members but also leads to better patient outcomes since ethics will always take a front seat in overall care-related decisions.
Ethical workplace culture is deliberately achieved through a sustained emphasis on embedding good practice into every aspect of work. Leaders contribute to this achievement by putting in place good practices, such as setting clear expectations around ethics, providing periodic ethics training, and openly communicating about the difficulties of ethical dilemmas. For instance, topics surrounding ethical dilemmas and resources, such as an ethics committee, reinforce the message that the organization is committed to ethical practice(Busl et al., 2021). From this perspective, the proper understanding of the foundation of ethical codes and theories surrounding leadership, such as transformational leadership, can ensure best practices in the adoption of ethical standards at the policy and procedure level. Continuously reviewed and implemented, the leaders can evolve into creating an ethical workplace culture that goes beyond meeting ethical codes but instead stands out as a culture of justice, respect, and integrity.
Scholar-Practitioners in Health Care
Diversity and inclusion in health care have been challenged by leaders. This has mostly been because they played the role that shapes an environment of respect for others’ backgrounds and views, and this pertains both to the patients and staff within such a healthcare setting(Smallheer et al., 2022). Leaders can promote inclusiveness through creating policies that ensure even all access to medical care irrespective of race, gender, or socio-economic status. Moreover, leaders should make staff aware and encourage cultural competence by providing diversity and inclusion training. It leads to better patient satisfaction, health outcomes, and also increased trust in the health care system due to the addressing of the diverse needs of the patients. Such concerns are addressed by healthcare leaders as they take into consideration the views that tend to prevail with patients, clinicians, and the general community.
Diversity and inclusion best practices are more than policies and plans implemented but also include accountability in leadership. Leaders must continually assess the effectiveness of diversity initiatives to ensure that they do not develop further than the needs of the populations served. Such evidence-based strategies include hiring from more diverse pools, mentorship for underrepresented groups, and discussions that are open about diversity, all of which contribute to the organizational culture and quality of care. Leaders who practice best models create a more vibrant and just work environment; therefore, their organizations are well-equipped to meet diverse needs within the community (Ystaas et al., 2023). Scholars, for instance, who are practitioners but with the lead on research and critical thinking on change generation, are necessary in health care if it is to become more representative and culturally competent.
NHS FPX 8002 Assessment 3 Conclusion
Overall, effective healthcare leadership requires a multiple-pronged approach that comes together in terms of emotional intelligence, ethical principles, and commitment to diversity and inclusion. The leaders should inspire their team but ensure an environment where ethical practices and inclusive policies promote an organizational culture (Reinhardt et al., 2022). Such leaders improve patient care, staff engagement, and a workplace that shines with the diversity of needs in the population being served through evidence-based methods and constant inquiry into their impact. The principles involved ensure leaders are prepared to take into account issues of complexity in the healthcare environment while promoting lasting change.
NHS FPX 8002 Assessment 3 References
Barkhordari, M., & Mirjalili, N. S. (2019). Ethical leadership, nursing error and error reporting from the nurses’ perspective. Nursing Ethics, 27(2), 609–620. https://doi.org/10.1177/0969733019858706
Busl, K. M., Rubin, M. A., Tolchin, B. D., Larriviere, D., Epstein, L., Kirschen, M., & Taylor, L. P. (2021). Use of social media in health care—opportunities, challenges, and ethical considerations. Neurology, 97(12), 585–594. https://doi.org/10.1212/wnl.0000000000012557
Ellis, P. (2021). Leadership, management, and team working in nursing. Leadership, Management and Team Working in Nursing, 1(4), 1–100. https://www.torrossa.com/it/resources/an/5282229
Leclerc, L., Kennedy, K., & Campis, S. (2020). Human‐centered leadership in healthcare: a contemporary nursing leadership theory generated via constructivist grounded theory. Journal of Nursing Management, 29(2), 294–306. https://doi.org/10.1111/jonm.13154
Reinhardt, A., Leon, T., & Summers, L. (2022). The transformational leader in nursing practice – an approach to retain nursing staff. Administrative Issues Journal, 12(1). https://dc.swosu.edu/aij/vol12/iss1/2/
Specchia, M. L., Cozzolino, M. R., Carini, E., Di Pilla, A., Galletti, C., Ricciardi, W., & Damiani, G. (2021). Leadership styles and nurses’ job satisfaction. results of a systematic review. International Journal of Environmental Research and Public Health, 18(4), 1552. https://doi.org/10.3390/ijerph18041552
Stein,, D., Gomes, R. C., Rupolo, I., Büscher, A., da Silva, M. P., & Ferreira, C. L. (2022). Leadership in nursing and health care in the light of complexity thinking. Revista Da Escola de Enfermagem Da USP, 56. https://doi.org/10.1590/1980-220x-reeusp-2021-0553en
Smallheer, B., Chidume, T., Spinks, M. K. H., Dawkins, D., & Pestano, M. (2022). A scoping review of the priority of diversity, inclusion, and equity in health care simulation. Clinical Simulation in Nursing, 71, 41–64. https://doi.org/10.1016/j.ecns.2022.05.009
Uhl, M., Meyer, D., & Smith, J. (2020). Complexity leadership in the nursing context. Nursing Administration Quarterly, 44(2), 109–116. https://doi.org/10.1097/naq.0000000000000407
Ystaas, L. M. K., Nikitara, M., Ghobrial, S., Latzourakis, E., Polychronis, G., & Constantinou, C. S. (2023). The impact of transformational leadership in the nursing work environment and patients’ outcomes: A systematic review. Nursing Reports, 13(3), 1271–1290. https://doi.org/10.3390/nursrep13030108
Zhang, C., Xiao, Q., Liang, X., Klarin, A., & Liu, L. (2023). How does ethical leadership influence nurses’ job performance? Learning goal orientation as a mediator and co-worker support as a moderator. Nursing Ethics. https://doi.org/10.1177/09697330231185939
