NHS FPX 8002 Assessment 3 Personal Leadership Portrait Part 2

Name

Capella University

NHS-FPX 8002 Collaboration, Communication, and Case Analysis for Doctoral Learners

Prof. Name

Date

Transformational Leadership

After completing a leadership assessment, my results were as follows: Trait—15, Transformational—14, Contingency—13, Servant and Charismatic—12, and Transactional—9. The evaluation indicated that I am primarily a leader by trait, suggesting an inherent ability to lead. However, I perceive myself predominantly as a transformational leader. According to Akhtar et al. (2016), transformational leadership emphasizes developing each individual follower, fostering growth in self-awareness, teamwork, empowerment, and shared values within the workplace (p. 18). Transformational leaders typically lead by example. When new organizational practices are introduced, I take the initiative to demonstrate these practices, providing staff with a clear reference for implementation. One approach I actively engage in is conducting nursing visits. By dedicating a few hours daily to visit patients, I illustrate the importance of these interactions, ensuring that patients and families feel supported by the hospital, which, in turn, enhances the hospital’s HCAHPS scores.

In leadership, effective dialogue with team members is essential. Clear communication guarantees that expectations are fully understood. A vital aspect of effective communication is emotional intelligence, which involves being aware of one’s emotions and engaging with team members thoughtfully and empathetically. I recognize that emotional intelligence is an area where I need improvement, as I often approach situations with a “matter-of-fact” attitude. However, I am committed to enhancing this aspect of my leadership. Conversely, as a transformational leader, I am a good listener and genuinely care about the professional and personal growth of my team members. This leadership style allows me to identify team members ready for advancement and guide them toward leadership opportunities. Additionally, I see value in incorporating democratic leadership, as it encourages all team members to participate in decision-making processes, fostering a sense of shared governance that empowers individuals and ensures their voices are heard.

Interprofessional Relationships, Community Engagement, and Change Management

In my role as a healthcare leader, I have consistently approached the development of interprofessional relationships with authenticity. I respect each individual’s profession and engage with them as peers rather than elevating or diminishing their status. This respectful communication extends to community agencies, organizations, and stakeholders alike. My background growing up in underprivileged urban communities instilled in me the necessity of effective communication; I recognized early on that improving my vocabulary and presentation skills would be crucial for success. As a result, I have developed strong communication techniques that facilitate better interprofessional relationships, community engagement, and successful change management. Effective communication is the foundation of interprofessional collaboration. Although numerous tools have been developed to enhance communication over the years, opportunities for further innovation remain. Strategic communication is essential for empowering team members to collaborate effectively, enabling informed and responsive healthcare (Kreps, 2016).

Ethical Leadership Principles in Professional Practice

Ethical leadership can be defined as “the demonstration of normatively appropriate conduct through personal actions and interpersonal relationships, and the promotion of such conduct to followers through two-way communication, reinforcement, and decision-making” (Price, 2017, p. 689). Integrating ethical principles into professional practice is integral to transformational leadership. Leading by example is one of the most effective methods for promoting ethical standards. Ethical leaders must strive to model integrity, developing appropriate norms through their actions and interactions while remaining sensitive to moral issues. Additionally, they should enhance nurses’ performance by fostering respect for human dignity and promoting the same behavior in their subordinates (Barkhordari-Sharifabad et al., 2017). According to the American College of Healthcare Executives (ACHE) (2017), leaders have a duty to earn the trust, confidence, and respect of healthcare professionals and the general public by modeling ethical behavior. The ACHE framework offers leaders a foundation for cultivating an ethical culture within interdisciplinary practice.

Addressing Diversity and Inclusion

Leaders must exemplify diversity and inclusion throughout the organization. Diversity encompasses race, culture, age, religious beliefs, political opinions, and physical attributes. Embracing diversity fosters varied perspectives that enhance problem-solving capabilities. Historically, diversity has faced challenges in acceptance, but inclusion has become increasingly vital in healthcare. Inclusion involves integrating individuals from diverse backgrounds or disciplines to improve patient outcomes. The National League for Nursing (NLN) developed a toolkit to assist leaders in formulating policies and practices that promote diversity and inclusion at two levels: administrative leadership and faculty/staff engagement. The NLN (2017) posits that diverse perspectives enable nurse educators to collaboratively establish policies that benefit all members of the healthcare system, while a lack of diversity impedes the nursing profession’s ability to deliver exemplary care (p. 3).

Scholar-Practitioners in Health Care

Scholar-practitioners bridge the gap between academic theory and practical application by merging scholarly research with hands-on experiences to enhance patient outcomes. They play a critical role in contemporary healthcare by developing and implementing innovations that improve the quality and safety of care for both patients and healthcare personnel, thereby fostering leadership and personal growth. Wright et al. (2018) noted that employing Doctorate of Nursing Practice (DNP) students provided organizations with the capability to implement best practices supported by data, without the expense of hiring consultants (p. 329). Scholar-practitioners gather data from research studies and analyze solutions that have achieved similar outcomes.

They synthesize this research to create best practices for specific tasks, ultimately improving organizational efficiency. Critical thinking is a fundamental trait of scholar-practitioners, enabling them to tackle complex problems. Their expertise is invaluable across the healthcare spectrum, addressing research-to-practice and practice-to-research gaps. According to Smith et al. (2018), scholar-practitioners not only enhance hospital practices but also contribute to broader population-level changes. They leverage theoretical knowledge and research to refine their practices while using their experiences to inform the development and implementation of best practices.

References

Akhtar, M., Casha, J. N., Ronder, J., Sakel, M., Wight, C., & Manley, K. (2016). Leading the health service into the future: Transforming the NHS through transforming ourselves. International Practice Development Journal, 6(2), 1-21. https://doi.org/10.19043/ipdj.62.005

American College of Healthcare Executives. (2017). ACHE code of ethics. https://www.ache.org/about-ache/our-story/our-commitments/ethics/ache-code-of-ethics

Barkhordari-Sharifabad, M., Ashktorab, T., & Atashzadeh-Shoorideh, F. (2017). Obstacles and problems of ethical leadership from the perspective of nursing leaders: A qualitative content analysis. Journal of Medical Ethics and History of Medicine, 10(1), 1-12. http://library.capella.edu/login?qurl=https%3A%2F%2Fwww.proquest.com%2Fdocview%2F1991186346%3Faccountid%3D27965

Kreps, G. L. (2016). Communication and effective interprofessional health care teams. International Archives of Nursing and Health Care, 2(3). https://doi.org/10.23937/2469-5823/1510051

NHS FPX 8002 Assessment 3 Personal Leadership Portrait Part 2

National League of Nursing. (2017). Diversity and inclusion tool kit. National League for Nursing – Membership Association for Nurse Educators. Washington, DC. https://www.nln.org/docs/default-source/default-document-library/diversity-toolkit

Price, T. L. (2017). A “critical leadership ethics” approach to the ethical leadership construct. Leadership, 14(6), 687-706. https://doi.org/10.1177/1742715017710646

Smith, L. S., & Wilkins, N. (2018). Mind the gap. Journal of Public Health Management and Practice, 24(1), S6-S11. https://doi.org/10.1097/phh.0000000000000667

Wright, P. P., & Cranmer, J. N. (2018). Leveraging graduate academic-practice partnerships to transform health system outcomes. Nursing Administration Quarterly, 42(4), 324-330. https://doi.org/10.1097/naq.0000000000000311

NHS FPX 8002 Assessment 2 Personal Leadership Portrait Part 1

Name

Capella University

NHS-FPX 8002 Collaboration, Communication, and Case Analysis for Doctoral Learners

Prof. Name

Date

Personal Leadership Portrait

Leadership is a crucial asset for any organization, playing a vital role in motivating a workforce to collectively achieve its mission. Various leadership styles—such as innovative, transformational, servant, authentic, and autocratic—offer distinct advantages and challenges. There is no universally correct leadership style; rather, individuals must identify the approach that aligns best with their unique environment and personal strengths. In my case, I naturally gravitate toward the transformational leadership style.

Personal Approach to Leadership

The transformational leadership style was conceptualized by James MacGregor Burns in the late 1970s. Burns defined a transformational leader as someone who is “an enthusiastic, emotionally mature, visionary, and courageous lifelong learner who inspires and motivates by empowering and developing followers” (Fischer, 2017). In addition to these traits, Burns highlighted the importance of competencies such as emotional intelligence, communication, collaboration, coaching, and mentoring (Fischer, 2017). As a nurse, I consider myself a lifelong learner, consistently striving to absorb knowledge across various topics. This drive is likely to intensify as I enhance my leadership abilities. My military background provided me with invaluable mentoring experience as I advanced in ranks, dedicating significant time to communicating with my team to determine the best motivational strategies.

I often engaged in hands-on activities alongside my troops to demonstrate solidarity, ensuring they felt supported and could approach me with any concerns. Transitioning to nursing, I found myself applying the same mentorship principles that I had embraced in the military. I actively encouraged my colleagues to pursue further education and skill development, collaborating with them even in my role as charge nurse. However, one challenge I face in this leadership style is decision-making; at times, my desire to consider others’ opinions can hinder timely and effective choices for the department. While it is essential for everyone to have a voice, it is equally important to recognize that decisions should reflect the majority’s consensus. Moving forward, I aim to enhance my communication skills to foster better decision-making processes with my team.

Interprofessional Relationships, Community Engagement, and Change Management

Effective leadership offers the opportunity to collaborate with diverse individuals, particularly within interprofessional teams. These teams bring together professionals from various fields to discuss specific issues, such as the best practices for caring for COVID-19 patients. Such a collaboration could involve doctors, nurses, administrators, and respiratory therapists, all working together to improve patient outcomes (Melnyk & Raderstorf, 2019). As a leader, I recognize that my expertise is limited, and I rely on the knowledge and skills of other professionals to achieve quality care. Frequently, we become overly focused on titles, allowing stubbornness to lead us into mistakes by neglecting to seek assistance when needed. A true leader acknowledges their limitations and actively seeks to strengthen the team’s capabilities.

Gaining insights from other healthcare professionals is one way to enhance effectiveness; however, community perspectives are equally valuable. Engaging community members and organizations in discussions fosters shared ideas and perspectives. This collaboration can facilitate acceptance of changes that may impact the community, as stakeholders gain an understanding of the decision-making processes involved. It is essential for leaders to prioritize communication with the community and other stakeholders to ensure everyone feels respected and engaged.

Table 1: Key Aspects of Leadership

Communication Best Practices

Effective communication is a cornerstone of successful leadership. It manifests in various forms—verbal, written, or nonverbal. Leaders must choose the most suitable method to convey their messages effectively. For example, email can be an efficient way to disseminate information quickly, allowing employees to engage with the content at their convenience. In contrast, staff meetings provide an opportunity for immediate feedback and discussion, enabling a more interactive communication environment.

According to Forbes, the following are the top five communication best practices for effective leaders (Brownlee, 2019):

1. Transparency and Honesty: Great leaders foster trust by being open and admitting when they do not have all the answers.
2. Increased Communication During Change: Leaders should engage employees during transitions to address concerns and gather feedback.
3. Active Listening: Effective leaders prioritize listening to gain different perspectives and better understand employee needs.
4. Connecting with All Employees: Engaging with all levels of staff helps leaders understand their concerns and improve the work environment.
5. Clear Communication of Goals and Tasks: Leaders must articulate objectives and tasks clearly to minimize confusion and ensure understanding.

Ethical Leadership in Professional Practice

In healthcare, ethical leadership principles are vital in guiding leaders’ behavior and setting standards for ethical thinking and decision-making among their teams. Leaders must exemplify ethical practices, demonstrating the values they expect from others. In transformational leadership, modeling ethical behavior is essential for fostering a culture of integrity and trust within the organization. The four fundamental ethical principles in nursing—autonomy, beneficence, non-maleficence, and distributive justice—should be central to nursing practice and employee care. These principles ensure that both patients and employees receive quality, ethical care.

Diversity and Inclusion in Health Care

Diversity remains a prominent topic in contemporary leadership discussions. At its core, diversity encompasses various characteristics, including race, religion, ethnicity, educational background, and socioeconomic status. As Melnyk (2019) asserts, “the most effective, if not only, way to build creativity into an effort is to bring people together that represent a diversity of thinking, experiences, culture, and perspectives” (p. 251). By fostering a diverse team, leaders encourage diverse viewpoints that can enrich decision-making processes. My experience working with individuals from varied backgrounds in both military and healthcare settings has enhanced my appreciation for cultural perspectives and collaborative relationships.

Inclusion is another fundamental aspect of effective leadership. By allowing all team members to participate in decision-making, leaders enhance the likelihood of successful change implementation. Employee “buy-in” is significantly increased when staff feel heard and acknowledged during transitions. As a leader, I aspire to foster an environment where employees feel they have a stake in the organization and take ownership of their contributions.

Scholar-Practitioners in Health Care

Scholar-practitioners play a crucial role in the ongoing development of healthcare organizations. Smith (2018) describes a scholar-practitioner as “a professional who is both a producer and a consumer of knowledge for the purposes of continuously improving his or her practice and organizational effectiveness” (p. 6). This lifelong learner combines field experience with research insights, continually seeking out best practices for implementation. Effective leaders should adopt the scholar-practitioner approach, as critical thinking and evidence-based practices are essential for optimal patient care. Moreover, scholar-practitioners engage in self-reflection to assess their strengths and weaknesses, allowing them to enhance their leadership effectiveness. Through my doctoral studies, I aim to embody the qualities of a scholar-practitioner by exploring current best practices, thus enriching my leadership resources and commitment to professional growth.

Conclusion

In summary, my leadership style aligns predominantly with the transformational approach. Whether through interprofessional teamwork, effective communication, or fostering diversity and inclusion, I remain committed to continuous growth and learning from my experiences. My goal has always been to be an effective leader, and reflecting on the nuances of various leadership styles allows me to identify areas for improvement. This self-reflection will ultimately enhance my abilities as both a nurse and a leader.

References

Brownlee, D. (2019). 5 communications best practices of great leaders. Forbes. Retrieved from https://www.forbes.com/sites/danabrownlee/2019/07/01/5-communications-best-practices-of-great-leaders/#7b005b12e99d

Fischer, S. A. (2017). Developing nurses’ transformational leadership skills. Nursing Standard, 31(51), 54-63. http://dx.doi.org/10.7748/ns.2017.e10857

Melnyk, B. M., & Raderstorf, T. (2019). Evidence-based leadership, innovation and entrepreneurship in nursing and healthcare (1 ed.). Retrieved from https://ebookcentral-proquest-com.library.capella.edu

NHS FPX 8002 Assessment 2 Personal Leadership Portrait Part 1

Smith, L. S., & Wilkins, N. (2018). Mind the gap: Approaches to the research-to-practice, practice-to-research chasm. Journal of Public Health Management Practice, 24(Suppl 1 Injury and Violence Prevention), S6-S11. http://dx.doi.org/10.1097/PHH.0000000000000667

NHS FPX 8002 Assessment 1 Demonstrating Effective Leadership

Name

Capella University

NHS-FPX 8002 Collaboration, Communication, and Case Analysis for Doctoral Learners

Prof. Name

Date

Demonstrating Effective Leadership

Asthma is a critical health concern, particularly among children. This chronic condition can lead to extensive damage to the respiratory system over time, resulting in persistent breathing difficulties. The primary indicators of asthma include coughing—especially at night, during physical activity, or while laughing—difficulty in breathing, sensations of tightness in the chest, shortness of breath, and wheezing, characterized by a whistling or squeaky sound when breathing, especially during exhalation (Asthma Symptoms, 2018). To mitigate the impact of asthma on children, interprofessional collaboration is essential to streamline their care. This paper will explore the interprofessional coalition team based in Smith County, Texas, along with the challenges they may encounter regarding team strategies, ethical considerations, and best practices.

Contributing Factors to Asthma

Numerous factors contribute to the development of childhood asthma, many of which are environmental, while others are unchangeable, such as genetic predisposition and family history. Key contributing factors include allergies, a familial history of asthma or allergies, frequent respiratory infections, low birth weight, exposure to secondhand smoke before or after birth, and living in low-income urban areas (Childhood Asthma, n.d.). Unfortunately, ethnic disparities exist, as African American and Hispanic children are disproportionately affected.

Minority children face a higher risk of developing asthma due to various socioeconomic factors. Poor housing conditions often expose them to irritants such as dust, smoke, and mold. Additionally, many families lack access to primary care providers, which leads them to rely on local emergency departments for treatment. This reliance places a strain on emergency resources that could be allocated to more critical cases, resulting in higher healthcare costs, especially for uninsured patients. Financial barriers can also prevent families from affording necessary maintenance medications for their children, increasing the likelihood of asthma attacks. However, many of these challenges can be addressed with the appropriate resources and support.

Interprofessional Coalition Team to Improve Asthma Outcomes

To enhance asthma outcomes in high-risk children, the first step is establishing an interprofessional team. This team should comprise doctors, nurses, public health professionals, and government representatives to encompass diverse perspectives and areas of expertise. The overarching goal of this collaboration is to ensure access to quality care, positive health outcomes, and effective policies for those most in need. Below is a summary of the identified coalition team members and their contributions in Tyler, Texas.

Issues Affecting Interprofessional Collaboration

Interprofessional collaboration can be hindered by several challenges. The key issues include:

• Hierarchy: With diverse professionals involved, determining leadership roles and reporting lines can be complex.
• Funding: Identifying funding sources for the collaboration is crucial; inadequate financial resources can impede progress.
• Inexperience with Other Professions: Professionals may struggle to communicate effectively if they lack experience working with other disciplines.
• Communication: Poor communication can lead to misunderstandings and a loss of focus on the group’s mission. Establishing a clear communication protocol is essential for success.

By establishing a solid foundation and mission statement, teams can overcome these challenges. Collaboration is vital for improving asthma outcomes among high-risk children in Smith County.

Strategies to Optimize Interprofessional Collaboration

To foster effective interprofessional collaboration, several strategies can be implemented to enhance teamwork and mitigate barriers:

• Establish a mission statement and overall plan: It is vital that all team members understand their roles and the reasons for their selection. Clear communication channels for data reporting must also be established. Effective management of interprofessional collaboration requires leaders who can inspire commitment and align individual goals with the team’s mission (Lavoie-Tremblay et al., 2016).
• Determine the necessary budget: Identifying financial needs and pursuing grants or funding programs is critical. Utilizing existing resources and acknowledging their contributions through sponsorships or advertising can enhance collaboration.
• Foster respect and open-mindedness: Coming from a place of respect and willingness to learn from each other strengthens interprofessional relationships, enriching the team’s overall effectiveness.
• Utilize communication tools: Teams should choose appropriate communication platforms—such as email, messaging apps, or cloud sharing—to facilitate timely information sharing.

Ethical Issues to be Considered in Improving Asthma Outcomes

Ethical considerations are crucial when making decisions that could impact a community significantly. The primary ethical principles to contemplate for improving asthma outcomes in high-risk children include beneficence, autonomy, and justice. Ethical considerations apply at both the individual (micro) and community (meso) levels.

Beneficence is a core ethical principle that highlights the responsibility of the coalition team to provide benefits to the populations they serve. Establishing new care protocols and conducting educational seminars can significantly enhance community members’ understanding of asthma management and trigger reduction (McCormick, n.d.). Expanding access to low-cost primary care clinics can also help reach more patients in impoverished areas, enabling them to address asthma triggers in their homes effectively.

Autonomy empowers individuals to make choices regarding their healthcare. Families and communities should have the opportunity to decide which treatment plans align with their needs, with healthcare providers respecting these decisions. Educating families about asthma management empowers them to participate actively in their healthcare decisions.

Justice in healthcare refers to providing equal care opportunities regardless of socioeconomic status. Communities should have equitable access to primary care services, educational resources, and healthy environments. The coalition team must consider these principles when assessing healthcare access and educational outreach efforts in their communities (McCormick, n.d.).

Interprofessional Collaboration, Diversity, and Inclusion

Forming an interprofessional team that encompasses diverse members presents its own set of challenges. The diversity of perspectives and experiences enhances the team’s capacity to achieve its mission. Diversity encompasses various attributes, including gender, ethnicity, and socioeconomic background. Ensuring diversity within the team enables a more comprehensive understanding of community needs and fosters innovative approaches to address them.

In addition to diversity, inclusion is vital. It ensures that all team members feel valued and integral to the group’s efforts. Inclusive practices motivate team members to contribute more actively toward the coalition’s objectives.

Diversity and inclusion are particularly important when addressing the high asthma prevalence in communities, especially among African American and Hispanic populations. Engaging team members from these communities will help identify barriers to care and explore solutions for improving access to healthcare services and transportation.

Literature Review on Improving Asthma Outcomes

For a successful healthcare initiative, it is essential for the collaborating team to establish clear goals. Without defined objectives, assessing the success of the project becomes impossible. The interprofessional coalition aims to enhance access to care, educate the community about asthma and its triggers, and reduce the cultural and social barriers hindering access to quality healthcare.

Research has demonstrated that developing a straightforward risk index for children could benefit both patients and healthcare providers. By identifying children at higher risk of developing asthma, physicians can tailor treatment plans more effectively. This approach would also facilitate better communication with parents, reducing environmental exposures for children and improving adherence to treatment protocols (Hallit et al., 2019). Implementing such a risk index within the community could help mitigate asthma attacks among vulnerable children.

Additionally, establishing a standardized care model for asthma patients visiting emergency departments can improve patient outcomes. This model initiates care during emergency visits and involves care coordinators who connect with parents to provide education and resources. Families receive a personalized asthma action plan upon discharge, which has shown to decrease the frequency of asthma-related emergency visits (Homaira, 2019).

Conclusion

Interprofessional coalitions face numerous challenges while working to resolve healthcare issues. Learning to collaborate effectively and aligning on project goals can present significant hurdles. However, by fostering teamwork and respecting diverse perspectives, the coalition can identify asthma risk factors, enhance access to care, and implement effective action plans aimed at reducing the severity of asthma in children.

References

Asthma Symptoms. (2018). Retrieved from https://acaai.org/asthma/asthma-symptoms

Childhood Asthma Definition. (n.d.). Retrieved from https://www.aaaai.org/conditions-and-treatments/conditions-dictionary/Childhood-(pediatric)-Asthma

Hallit, S., Raherison, C., Malaeb, D., Hallit, R., Waked, M., Kheir, N., & Salameh, P. (2019, April). Development of an asthma risk factors scale (ARFS) for risk assessment asthma screening in children. Pediatrics & Neonatology, 60(2), 156-165. http://dx.doi.org/10.1016/j.pedneo.2018.05.009

Homaira, N., Altman, L., Wales, S., Gray, M., Burns, C., Owens, L., et al. (2019). Integrated care initiative to improve management of paediatric asthma. *International Journal of Integrated Care,19*(1), 10.5334/ijic.s4403.

NHS FPX 8002 Assessment 1 Demonstrating Effective Leadership

Lavoie-Tremblay, M., Marchionni, C., & Lehoux, P. (2016). Barriers to interprofessional collaboration: The role of interprofessional education. Journal of Interprofessional Care, 30(4), 1-3. http://dx.doi.org/10.3109/13561820.2016.1146365

McCormick, M. C. (n.d.). Ethical considerations in improving access to care for children with asthma. Retrieved from https://www.childrenshealthwatch.org/ethical-considerations-in-improving-access-to-care-for-children-with-asthma/