NHS FPX 5004 Assessment 4 Self-Assessment of Leadership, Collaboration, and Ethics

Name

Capella university

NHS-FPX 5004 Communication, Collaboration, and Case Analysis for Master’s Learners

Prof. Name

Date

Self-Assessment of Leadership, Collaboration, and Ethics

The journey to becoming an effective leader involves continual self-assessment and reflection on one’s experience in leadership, collaboration, and ethical decision-making. This introspective approach enables emerging leaders to identify their strengths and areas for growth, polishing the skills necessary for effective leadership in dynamic and diverse healthcare environments.

Leadership is not about guiding but inspiring and motivating towards the same goal; collaboration plays its part by working together to achieve optimal outcomes, and ethical principles play an integral part in healthcare decision-making (Restivo et al., 2022). This self-evaluation entails my leadership qualities, collaborative efforts, and ethical decision-making experiences guided by Western Medical Enterprises. Divided into two parts, the aim is to illustrate my preparedness for the role and my commitment to the principles and values essential to healthcare leadership. 

Section 1: Leadership and Collaboration Experience

A recent experience where I led and motivated a team of professionals to collaborate at a community health clinic occurred during a Quality Improvement (QI) initiative aimed at reducing medication errors. The project was critical because it directly impacted patient safety and care outcomes. The team included pharmacists, nurses, physicians, and administrative staff, all with different perspectives and expertise. The shared vision for the team was to create a safer medication administration process to reduce the incidence of medication errors and enhance patient safety.

This vision was communicated clearly at the onset of the project, emphasizing its importance to patient care and the hospital’s commitment to excellence. I adopted a transformational leadership style. It focuses on inspiring and motivating team members by creating a sense of purpose and fostering an environment of trust and collaboration (Lindert et al., 2022). I engaged each member in discussions about their roles and how their contributions were vital to the project’s success to gain buy-in from stakeholders. By valuing their input, I created a sense of ownership and commitment to the shared vision (medication administration). 

NHS FPX 5004 Assessment 4 Self-Assessment of Leadership, Collaboration, and Ethics

The decision-making process was collaborative and inclusive as it benefits by taking various professional knowledge and experiences (Cai et al., 2023). We held regular meetings to discuss progress, challenges, and potential solutions at the clinic. One effective decision was to implement a double-check system for high-risk medications, which significantly reduced errors. Communication was consistent and transparent, with regular updates provided through emails and team meetings at the clinic, ensuring everyone was informed and aligned with the project’s goals. However, one decision I would have approached differently was the initial rollout of a new Electronic Health Record (EHR) system feature. Instead, more comprehensive training and phased implementation would have been more effective (Heponiemi et al., 2021).

I established clear communication channels and encouraged open dialogue among team members. Face-to-face meetings were conducted for discussions, emails were used for updates, and Google Drive was used for mutually shared documents. I created a simple and safe space for sharing ideas and concerns, which fostered mutual respect, understanding, and teamwork (McLaney et al., 2022). Participants communicated effectively, and the diverse perspectives enriched the problem-solving process. Further, I highlighted the significance of their work and its impact on patient safety.

Recognizing individual and team achievements boosts morale. It reinforces team members’ commitment to the project, as evidence shows (Gaughan et al., 2020). So, I recognized team efforts personally and among team members. I encouraged team members with motivational techniques such as giving ownership, recognizing efforts, providing resources, being involved in decision-making, and setting clear expectations. The team felt motivated and energized because they understood the importance of their contributions and felt valued and supported throughout the process. 

NHS FPX 5004 Assessment 4 Self-Assessment of Leadership, Collaboration, and Ethics

The analysis regarding my approach to leadership and motivation aligns with the principles of transformational leadership, which emphasizes inspiring and motivating team members through a shared vision and individualized consideration. This approach is supported by Geremias et al. (2024), who identified transformational leadership as effective in fostering high levels of commitment and performance in teams. In comparison, other proven techniques, such as situational leadership, adapt the leader’s style to the needs of the team (Pasaribu et al., 2022).

Further, servant leadership, which focuses on serving the needs of the team members, also emphasizes the importance of flexibility and empathy in leadership (Canavesi & Minelli, 2021). While my approach was primarily transformational, incorporating elements of situational and servant leadership, such as adapting to individual needs and prioritizing team members’ well-being, could enhance my leadership effectiveness. Similarly, effective collaboration techniques often involve establishing clear goals, roles, and communication protocols, as well as fostering a culture of trust and mutual respect.

My approach to facilitating open dialogue and recognizing contributions aligns with these principles (Malik et al., 2021). Moreover, using tools such as collaborative software (Microsoft Teams and Slack) and structured team-building (Simulation activities) can further enhance collaboration by providing platforms for effective communication and teamwork (Samardzic et al., 2020). Reflecting on this experience, I recognize the importance of continuous improvement and the need to adapt leadership styles to meet the evolving needs of the team and the organization.

Section 2: Ethics Experience

During my time as a nurse, I encountered a situation that tested my commitment to patient confidentiality and patient safety, two core principles of the nursing profession. A male patient undergoing treatment for a Sexually Transmitted Disease (STD) expressed concerns about their partner’s potential exposure but was hesitant to disclose the diagnosis. This created an ethical dilemma: maintaining patient confidentiality or potentially jeopardizing the health of the patient’s partner. The patient’s partner can potentially have Pelvic Inflammatory Disease (PID) in women, pregnancy complications (such as miscarriages), and an increased risk of cancer (Smolarczyk et al., 2021). 

I approached this situation with both principles but ultimately prioritized patient safety. First, I engaged in open communication with the patient, exploring their reasons for withholding the information. It could be shame, guilt, fear, or lack of communication skills. I emphasized the importance of their partner’s health and offered resources such as anonymous testing. Following the American Nurse Association (ANA) Code of Ethics at my professional workplace, I ensured the patient understood the potential consequences of not disclosing the diagnosis.

NHS FPX 5004 Assessment 4 Self-Assessment of Leadership, Collaboration, and Ethics

The ethical principles at the workplace emphasize autonomy, beneficence, and non-maleficence (Aydogdu, 2022). I showed understanding by reassuring them that without his permission, we would not take any action while highlighting the importance of the partner’s diagnosis in the long run. Ultimately, the patient chose not to disclose the diagnosis directly. However, I reported the situation to the healthcare provider, allowing them to determine if further action, such as anonymous partner notification, was warranted. This approach balanced confidentiality with the potential risks to the partner’s health (Iyer et al., 2024).

The decision aligned with the American College of Healthcare Executives (ACHE)  code of ethics. Several provisions of the ANA code directly apply to the situation. For instance, the principle emphasizes respecting patient dignity (ACHE, 2023). It means respecting the patient’s right to privacy and confidentiality regarding their STD diagnosis. The provision also emphasizes showing commitment to the patient’s welfare, highlighting the importance of advocating for the patient’s health and well-being (ACHE, 2023). It includes protecting the patient and their partner from harm by communicating possibilities regarding non-exposure to the STD. The provisions bind to duties like advocating for patients and protecting their rights, health, and safety (ACHE, 2023).

It guides communicating with empathy and shares possible alternatives like anonymous notifying to keep balance the rights of confidentiality with risk of potential health risks to the patient’s partner (Iyer et al., 2024). As a nurse, my actions aligned with these provisions, such as exploring the patient’s concerns for withholding the information through engaging in an open, respectful, and empathetic manner. I also explained the potential consequences of not disclosing the STD and fulfilling the duty to advocate for both the patient’s and their partner’s well-being. Most importantly, I did not breach the patient’s confidentiality by disclosing the diagnosis without their consent. By prioritizing the patient’s autonomy and their partner’s safety, a challenging ethical dilemma was navigated with a patient-centered approach.

Conclusion

In conclusion, reflecting on my experiences in leadership, collaboration, and ethical decision-making has underscored the importance of continuous self-assessment and growth. By adopting a transformational leadership style, fostering open communication, and adhering to ethical principles, I have strengthened my ability to lead effectively in dynamic healthcare settings. This introspective journey has prepared me to meet the challenges and responsibilities of healthcare leadership with integrity and commitment.

References

ACHE. (2023, December 5). ACHE code of ethics. Www.ache.org. https://www.ache.org/about-ache/our-story/our-commitments/ethics/ache-code-of-ethics#:~:text=Uphold%20the%20Code%20of%20Ethics 

Aydogdu, A. L. F. (2022). Ethical dilemmas experienced by nurses while caring for patients during the COVID‐19 pandemic: An integrative review of qualitative studies. Journal of Nursing Management, 30(7). https://doi.org/10.1111/jonm.13585 

Cai, Y., Jin, F., Liu, J., Zhou, L., & Tao, Z. (2023). A survey of collaborative decision-making: Bibliometrics, preliminaries, methodologies, applications, and future directions. Engineering Applications of Artificial Intelligence, 122, 106064. https://doi.org/10.1016/j.engappai.2023.106064 

Canavesi, A., & Minelli, E. (2021). Servant leadership: A systematic literature review and network analysis. Employee Responsibilities and Rights Journal, 34(3), 267–289. Ncbi. https://doi.org/10.1007/s10672-021-09381-3 

Gaughan, A. A., Walker, D. M., DePuccio, M. J., MacEwan, S. R., & McAlearney, A. S. (2020). Rewarding and recognizing frontline staff for success in infection prevention. American Journal of Infection Control, 49(1). https://doi.org/10.1016/j.ajic.2020.06.208 

NHS FPX 5004 Assessment 4 Self-Assessment of Leadership, Collaboration, and Ethics

Geremias, R. L., Lopes, M. P., & Sotomayor, A. M. (2024). Improving organizational commitment among healthcare employees in Angola: The role of psychological capital and perceived transformational leadership. Healthcare, 12(3), 326. https://doi.org/10.3390/healthcare12030326 

Heponiemi, T., Gluschkoff, K., Vehko, T., Kaihlanen, A., Saranto, K., Nissinen, S., Nadav, J., & Kujala, S. (2021). Electronic health record implementations and insufficient training endanger nurses’ wellbeing: cross-sectional survey study. Journal of Medical Internet Research, 23(12). https://doi.org/10.2196/27096 

Iyer, S., Zionts, D. L., Psaros, C., Tyagi, A., Jarolimova, J., Platt, L., Kalweit, A. H., Ard, K. L., & Bassett, I. V. (2024). Electronic partner notification for sexually transmitted infections: A qualitative assessment of patient, clinical staff, and state field epidemiologist perspectives. AIDS Patient Care and STDs, 38(2), 82–92. https://doi.org/10.1089/apc.2023.0184 

Lindert, L., Zeike, S., Choi, K.-E. (Anna), & Pfaff, H. (2022). Transformational leadership and employees’ psychological wellbeing: A longitudinal study. International Journal of Environmental Research and Public Health, 20(1), 676. https://doi.org/10.3390/ijerph20010676 

Malik, R. F., Samardžić, M. B., Amajjar, I., Hilders, C. G. J. M., & Scheele, F. (2021). Open organisational culture: what does it entail? Healthcare stakeholders reaching consensus by means of a Delphi technique. BMJ Open, 11(9), e045515. https://doi.org/10.1136/bmjopen-2020-045515 

McLaney, E., Morassaei, S., Hughes, L., Davies, R., Campbell, M., & Prospero, L. D. (2022). A framework for interprofessional team collaboration in a hospital setting: advancing team competencies and behaviours. Healthcare Management Forum, 35(2), 112–117. https://doi.org/10.1177/08404704211063584 

NHS FPX 5004 Assessment 4 Self-Assessment of Leadership, Collaboration, and Ethics

Pasaribu, S. B., Goestjahjanti, F. S., Srinita, S., Novitasari, D., & Haryanto, B. (2022). The role of situational leadership on job satisfaction, Organizational Citizenship Behavior (OCB), and employee performance. Frontiers in Psychology, 13(13). ncbi. https://doi.org/10.3389/fpsyg.2022.896539 

Restivo, V., Minutolo, G., Battaglini, A., Carli, A., Capraro, M., Gaeta, M., Odone, A., Trucchi, C., Favaretti, C., Vitale, F., & Casuccio, A. (2022). Leadership effectiveness in healthcare settings: a systematic review and meta-analysis of cross-sectional and before–after studies. International Journal of Environmental Research and Public Health, 19(17), 1–13. NCBI. https://doi.org/10.3390/ijerph191710995 

Samardzic, M., Doekhie, K. D., & Wijngaarden, J. D. H. (2020). Interventions to improve team effectiveness within health care: A systematic review of the past decade. Human Resources for Health, 18(2). https://doi.org/10.1186/s12960-019-0411-3 

Smolarczyk, K., Bonikowska, B. M., Rudnicka, E., Szukiewicz, D., Meczekalski, B., Smolarczyk, R., & Pieta, W. (2021). The impact of selected bacterial sexually transmitted diseases on pregnancy and female fertility. International Journal of Molecular Sciences, 22(4), 2170. https://doi.org/10.3390/ijms22042170