NHS FPX 5004 Assessment 3 Leadership and Group Collaboration
NHS FPX 5004 Assessment 3 Leadership and Group Collaboration
- Student name
- Capella University
- NHS FPX 5004 Assessment 3
- Professor Name
- Submission Date
Leadership and Group Collaboration
Dear,
Successful leadership within the current health care setting, especially the involvement with the complex matters such as cultural competence and trust to the community, needs a combination of compassion, forward-looking and partnership to work with. In the case of the diversity program of Lakeland Clinic, cultural humility, active listening, emotional intelligence, and capacity to encourage inclusive dialogue are the most preferable leadership qualities.
All these characteristics help a leader to identify the systemic deficits to care delivery and encourage personnel to take responsibility in considering their assumptions and biases. Besides, an effective leader herein should be a flexible one, capable of converting community feedback into a practical organizational change and have the desire to learn continuously about cultural norms of the people served, particularly, the Haitian people in our locality.
Furthermore, such a leader should possess transformational attributes: influencing the employees with a common vision of fair and caring treatment and exemplifying the ways of treating others respectfully and inclusively. According to Bhardwaj (2022), transformational leaders in health care environments are especially effective in causing cultural changes since they align the team values with organizational missions.
A leader can build a setting where employees and patients feel appreciated, respected, and basked in the light of love through the establishment of psychological safety in the team and the promotion of open and candid discussions on diversity. Her leadership was both humanistic and evidence-based and combined the insights of the evidence with those of the grassroots. Similar to her, I value listening to the voices of the community and value data not only to diagnose problems but also to jointly develop solutions with most impacted.
NHS FPX 5004 Assessment 3
Empathic communication is one of the major qualities that I have in common with Dr During a prior quality improvement program at our facility, I led focus groups of non-English-speaking patients to learn about impediments to care. Similarly to how Dr engaged community health workers and interpreters to confirm that the concerns of Flint residents were real, I collaborated with interpreters and community health workers in order to make sure that patient narratives were used directly as we designed the intervention.
Nonetheless, unlike Dr. H.A, who was able to use a national platform and institutional support to advocate, I frequently have fewer resources available to me, and I need to resort to internalization more than I do to coalition-building. This has made me learn to use quiet leadership as a means of building trust by being consistent, transparent, and collaborative as opposed to authority.
Transformational Leadership and Servant Leadership in Action In this diversity project, I will deliberately be a combination of Transformational Leadership and Servant Leadership. Transformational leaders motivate followers to overcome self-interest by considering their personal values and higher organizational purpose, whereas servant leaders focus on the role of a leader to serve his or her team and be able to grow and succeed (Pearson, 2020; Roberts, 2020).
Combined, these frameworks will give a platform to guide a small diversity committee in a visionary and service-oriented manner. Idealized Influence, Inspirational Motivation, Intellectual Stimulation, and Individualized Consideration which are the Transformational Four I’s will be practiced using servant-leader values such as humility, listening, and empowerment.
Idealized Influence (Ethical Stewardship & Trust): I will be open to humility by openly admitting my mistakes and seeking advice of the committee on tricky diversity matters. As an illustration, when a cultural subtlety is misunderstood, I will say the omission and ask, what are the views I am missing in this case? This weakness is ethical stewardship and trust-creating because it indicates that the combined wisdom of committee members is greater than my personal power.
Inspirational Motivation (Shared Vision & Purpose): I will rather use a bottom-up vision by facilitating the team to create a statement that appeals to their intrinsic motivation to align with the research of Roberts (2020). This makes the committee work not an organizational compliance but a purpose that is shared.
Intellectual Stimulation (Empathetic Inquiry & Innovation): Practically, I will start the meetings with questions like, here is my first thought but I require you to disagree with me. What is the danger or more effective methods in your opinion? This sympathetic question helps members to disagree with ideas, including mine, without fear, creating creativity and inclusiveness.
Individualized Consideration (Coaching & Growth): I will conduct individual developmental conferences with each member of the committee to know not only what he or she wishes to contribute to it but what he or she wishes to develop professionally.
In case a nurse wants to improve his or her skills in community engagement, I will set him /her to co-lead to listen to the Haitian community leaders. In case an interpreter wants to have experience in leadership, I will introduce him or her to mentorship programs. With the assistance of removing barriers and customizing assignments, I will be contributing to their development in addition to the mission of the committee.
Servant Leadership in Action: In line with the ideas of Greenleaf, I will make the needs of the team my priority, that is, I will remove the obstacles which may destroy the working team, like lack of adequate training or role lack. I will make sure that resources such as cultural competency workshops, the common platforms of communication will be easily accessible. Above all, I will act as a leader by listening first: I will arrange listening events with Haitian community leaders first, as the solutions to the issues will be driven by experiences and not dictated by institutional assumptions.
As the leader of the Diversity Committee, I will adopt a collaborative and transformational leadership style where the importance I will pay to power, shared vision, inclusivity and empowerment will be utilized instead of authority. I will develop the organizational communication policies that will focus on transparency and equal representation.
In order to make sure that decisions are indeed collective, the consensus building strategies like the Fist to Five technique will be utilized whereby members indicate the degree of agreement and issues raised prior to final decision-making is brought to light. Agendas of the meetings will be developed together with the team and facilitation will be shared to strengthen shared leadership.
The open file sharing, asynchronous updates, and documentation of platforms such as Microsoft Teams or Slack will support communication as it will ensure that everyone is informed and involved regardless of time limitations, which correlates with the research carried out by Simon (2021).
To promote teamwork, I will use well-structured forms of brainstorming including round robin brainstorming and brainwriting methods that will ensure that all members including the quieter clinicians or junior staffs have equal chances of getting to express their ideas. During the face-to-face sessions, I will also use experiential team-building exercises, including the role swap exercise, during which clinicians, interpreters, HR representatives, and community liaisons will have to briefly assume the roles of each other to gain a clearer insight into the systemic barriers to cultural competence, which is consistent with the study by Hurrell et al. (2020).
NHS FPX 5004 Assessment 3
The practice fosters sympathetic and interdisciplinary respect. In case of controversy, I shall take the group through plus delta feedback model where group members will be asked to know what is working well and what requires a change. Such an organized process redefines conflict as a source of innovation and makes sure that the discussion will also be constructive.
A RACI matrix will be used to strengthen accountability and growth by defining the roles and SMART goals to be reviewed after every two weeks. I will complement this with personal check-ins to know how every member is feeling about his/her contributions and whether he/she needs more assistance or not. The training of cultural competency, which meets the National CLAS Standards, will also be incorporated into the norms of the team at the very beginning, according to the study, collaboration will be not only value-driven but also procedural (Hurrell et al., 2020).
Integrating consensus building, systematic brainstorming, experiential team building, conflict management, and individualized support, I will establish a strong and effective team dynamism. This strategy illustrates my leadership ability to facilitate and emphasize my inclusivity belief, as well as empowers the Diversity Committee to frame the problem and offer community-based and action-based solutions.
Sincerely,
References
- https://doi.org/10.2147/jhl.s358414
- https://doi.org/10.1177/1059840519877436
- https://doi.org/10.1097/nna.0000000000000858
- https://doi.org/10.1007/978-3-030-38129-5_3