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

Personal Leadership Portrait

Leadership is the ability to influence and guide individuals toward a shared vision. It comprises setting directions, making decisions, and encouraging others to achieve the goals effectively. In the healthcare sector, leadership qualities are essential to foster innovation, ensure patient safety, and bring advancements within the organization. Several leadership styles are developed by historical leaders and scholars, including transformational, servant, transactional, charismatic, contingency, trait leadership, etc. This assessment delves into my personal leadership qualities and the leader I aspire to become. 

Personal Approach to Healthcare Leadership 

My personal approach to leadership is to employ empathy, collaboration, and inclusivity, which is aligned with a predominant style – transformational leadership. According to the literature, transformational leaders inspire and motivate individuals by providing a clear and persuasive vision. They communicate this vision through effective interaction. This empowers and encourages teams’ active participation to acheive desired goals and improve organizational effectiveness (Saad Alessa, 2021). 

During my healthcare leadership role, I prioritize collaboration and strategic vision. I possess abilities to create an inclusive environment where every team member feels valued and actively contributes towards our shared goals. Yet, the leadership areas that require further development are task delegation and conflict resolution. Improvement in these aspects is imperative to optimize team dynamics and enhance decision-making processes.

In healthcare settings, this leadership style applies to inspiring teams and improving patient safety through quality of care. These leaders provide a vision to enhance patient outcomes, motivating staff to work beyond their abilities to achieve the desired goals. This approach is significant in healthcare settings to adapt and innovate healthcare practices, delivering quality care in a constantly evolving landscape (Ree & Wiig, 2020). Through ongoing support and encouragement, transformational leaders develop a sense of commitment among healthcare providers. Eventually, it enhances patient satisfaction and improves clinical outcomes. 

NHS FPX 8002 Assessment 3 Personal Leadership Portrait Part 2

Besides transformational leadership style, Emotional Intelligence (EI) plays a crucial role in my leadership approach. EI is one’s ability to comprehend, manage, and express emotions effectively while showing empathy toward other people’s emotions. The primary components of EI are self-awareness, self-regulation, social awareness, and relationship management (empathy and motivation) (Bru-Luna et al., 2021). EI abilities that help me in my leadership role are strong self-awareness. I understand my own emotions and their impact on others. Additionally, I demonstrate empathy and active listening to others’ concerns and perspectives. This ability helps me to develop trust among team members and promote effective communication. However, I aim to manage my emotions in different emotional circumstances effectively. Moreover, I strive to increase my assertiveness to deal with challenging situations confidently and strongly. 

I recognize the need to enhance my leadership skills by integrating democratic and situational leadership styles. According to Bwalya (2023), democratic leadership promotes shared decision-making and empowers team members to become accountable for their roles. Accountability is essential in creating buy-in among the team members, empowering them to take ownership of their contribution towards significant goals. This characteristic will help me enhance healthcare professionals’ contribution towards positive patient outcomes in my healthcare leadership role. Additionally, the situational leadership style assists in adapting the leadership approach according to the unique needs of evolving situations (Bwalya, 2023), which is one of the critical elements for healthcare leaders in a constantly changing environment. 

Interprofessional Relationships, Community Engagement, and Change Management 

As discussed earlier, my personal approach to leadership is based on empathetic behavior, collaboration, effective communication, and inclusivity. These aspects significantly impact interprofessional relationships, community participation, and change management. According to Schot et al. (2020), working together as a single unit towards a shared vision significantly impacts interprofessional relationships and community engagement in healthcare settings. Eventually, assisting in driving changes within the healthcare sector. These relationships are built with staff, community organizations, and critical stakeholders within and outside the healthcare facilities. 

To foster these aspects, my approach is to create a culture of respect and understanding among interprofessional staff. I encourage open communication and shared decision-making through regular team meetings and updates, improving the quality of patient care. However, I recognize my weakness in delegating tasks and surrendering control. This prevents team members from taking charge, hindering their autonomy and innovation in healthcare practices. 

To encourage community participation, I engage with community leaders, build partnerships, and establish health initiatives tailored to community needs, demonstrating cultural sensitivity. Nevertheless, I acknowledge my limited abilities to sustain community participation, thus necessitating effective skills to promote ongoing engagement. Lastly, transparency is critical to change management, fostering trust, and strengthening stakeholder relationships (Li et al., 2021). This approach enables the creation of buy-in and support for organizational changes, ultimately leading to effective healthcare delivery. While driving organizational changes, I exhibit vision-setting, thoughtful planning, and effective communication. Nonetheless, weaknesses in managing resistance to change and conflict resolution impede effective change management. 

NHS FPX 8002 Assessment 3 Personal Leadership Portrait Part 2

Evidence-based best practices for interprofessional communication include open and accessible lines of interaction, active listening, and respect for diverse perspectives. These approaches make team members heard, their perspectives valued and respected, and provide them easy access to share their concerns and thoughts within the team (D’Alimonte et al., 2019). Additionally, the best practices include professionalism and transparency in decision-making processes (Li et al., 2021). 

Comparing my communication skills, I am an active listener who respects other members’ thoughts and ideas, maintaining accessible communication. My priority is to make my team members feel comfortable while expressing their concerns and become transparent in decision-making. Conversely, I observed an area of improvement in my communication practices. I believe adapting my communication styles in different situations to deal with circumstances and manage conflicts effectively is essential in interprofessional settings. These improve the overall atmosphere within the organization, thus enhancing organizational performance. 

Ethical Leadership Principles and Professional Practice 

Ethical leadership demonstrates integrity, accountability, and moral responsibility during the leadership role. Ethical leaders must practice fairness and justice while communicating and making decisions within the team (Malik et al., 2023). These principles guide healthcare professionals to ensure that their decisions and actions related to patient care align with moral values and standards. By highlighting ethical conduct, leaders establish respect and equality among team members, ultimately enhancing job satisfaction, team effectiveness, and patient outcomes (Franczukowska et al., 2021). Moreover, these principles also impact patient care when applied to healthcare practices by prioritizing patient well-being, fostering a fair and just environment, respecting autonomy, and abiding by beneficence (Varkey, 2020). 

Evidence-based best practices for leadership to create an ethical workplace culture involve utilizing ethical codes as guiding frameworks. According to the Code of Ethics developed by the American College of Healthcare Executives (ACHE), leadership should conduct professional activities considering the ethical principles of honesty, respect, equitability and fairness, and integrity (American College of Healthcare Executives, 2023).  

The best practices to foster an ethical culture in the healthcare workplace are role-modeling, patient-centered care, open communication, ethical decision-making, and recognition and rewards. 

NHS FPX 8002 Assessment 3 Personal Leadership Portrait Part 2

• Role-modeling: Leadership should act as role models for team members by representing ethical principles in their practices. 
• Patient-centered Care: leaders should encourage team members to focus on patients’ well-being, respecting their autonomy in healthcare decisions (Varkey, 2020). 
• Open Communication: Leaders should create open and accessible lines of communication to create a comfortable environment for staff to share their concerns and feel valued and respected (D’Alimonte et al., 2019). Moreover, these communication lines enable them to raise ethical concerns and engage with interprofessional teams to address these moral dilemmas. 
• Ethical Decision-making: Leadership should offer resources and ongoing support regarding ethical decision-making frameworks, such as ACHE’s Code of Ethics for Healthcare Executives, to empower staff to navigate ethical dilemmas effectively.
• Recognition and Rewards: For the sustainability of ethical workplace culture, leaders should motivate staff through recognition and rewards for their exemplary ethical behavior. These motivational strategies reinforce staff’s commitment to ethical performance, fostering a long-term, ethically sound workplace environment (Manzoor et al., 2021). 

Diversity and Inclusion 

In population health, diversity refers to differences among individuals and communities. These variations are based on age, gender, race, ethnicity, socioeconomic status, and disabilities. On the other hand, inclusivity creates an environment where diverse individuals are valued, respected, and included in health promotion and decision-making processes (Stanford, 2020). Diversity and inclusion are essential for leaders to cultivate effective relationships with employees and the community outside the organization.

By embracing diverse perspectives and experiences, leaders can make more informed decisions, adapt to changing healthcare needs, and make individualized healthcare plans for the communities they serve. Similarly, inclusivity helps leaders to make individuals feel valued, respected, and empowered, enhancing their contribution towards the primary objectives. Furthermore, organizations accepting diversity and promoting inclusivity are more likely to build trust and collaboration with patients, ultimately improving health outcomes and advancing their well-being (Stanford, 2020).

NHS FPX 8002 Assessment 3 Personal Leadership Portrait Part 2

Healthcare leaders can address diversity and inclusion through several strategic initiatives and actions. Recognizing the importance of improving patient outcomes and promoting health equity, leaders should develop and support policies for diversified recruitment and hiring of staff to ensure workforce representation from various backgrounds (Khuntia et al., 2022). Other strategies include the establishment of a task force to oversee the implementation of these principles, training and education on diversity, ongoing mentorship opportunities, creating a respectful environment, and developing policies to include diverse members. Leaders can also employ qualities like active listening and seeking feedback on the organizational environment and practices from diverse professionals. This practice holds leaders and staff accountable for promoting diversity and inclusion. 

Addressing diversity and inclusion has significant implications for healthcare leaders. This can improve patient satisfaction and health outcomes. Moreover, by addressing diverse perspectives, organizations can increase patient-provider communication, strengthening healthcare practices. Creating a diverse and inclusive workplace can also augment employees’ self-esteem, improving staff retention and driving organizational innovation (Stanford, 2020). Simultaneously, a diverse and inclusive workforce can better understand and address cultural, linguistic, and social barriers to care, leading to enhanced healthcare access and better health outcomes in communities. 

Scholar-practitioners and Leadership and Professional Development 

As the name indicates, scholar-practitioners are individuals involved in scholarly research and clinical practices in healthcare settings. They apply their knowledge from research to practical situations to make informed decisions, advance professional practice, and drive innovation in healthcare delivery (Zaccagnini et al., 2020). These individuals can think critically, which is integral for scholar-practitioners to analyze complex questions, examine and assess the available evidence, and make informed healthcare decisions. Critical thinking helps them bridge knowledge gaps and propose innovative solutions to challenges in healthcare practices.  

Similarly, connecting theory to practice significantly influences healthcare leadership and professional development. Their expertise in evidence-based practice informs planned decision-making, allowing healthcare leaders to make informed decisions. Moreover, scholar-practitioners foster a learning and development environment for healthcare leaders and professionals to expand their knowledge base, which helps them address complex healthcare concerns (Tiessen et al., 2021). Additionally, their contribution to professional development promotes interdisciplinary collaboration and knowledge exchange. 

Beyond individual growth, their expertise shapes excellence in the healthcare profession, ultimately improving patient outcomes (Zaccagnini et al., 2020). Implementing evidence-based interventions, developing innovative approaches to healthcare delivery, and resolving clinical dilemmas are all essential jobs of scholar-practitioners who bring positive change in professional practice. Their value lies in their unique capacity to bridge the gap between academics and the frontline of healthcare, driving continuous improvement and advancement within the field.

Conclusion 

In conclusion, effective leadership is essential in healthcare settings. Of several leadership approaches, my approach aligns with the transformational leadership style. My personal approach to leadership is empathy, collaboration, and inclusivity. Moreover, ethical leadership principles play a crucial role in healthcare practices. Leaders should employ evidence-based best practices to create an ethically sound workplace for healthcare professionals.

Diversity and inclusion are essential for promoting equitable care and improving patient outcomes. Lastly, scholar-practitioners must bridge the gap between theory and practice, expanding the knowledge base and applying research findings to real-world challenges. Ultimately, these aspects advance the quality of care, preserve patient safety, and improve healthcare accessibility. 

References

American College of Healthcare Executives. (2023, December 5). ACHE code of ethics. https://www.ache.org/about-ache/our-story/our-commitments/ethics/ache-code-of-ethics 

Bru-Luna, L. M., Martí-Vilar, M., Merino-Soto, C., & Cervera-Santiago, J. L. (2021). Emotional intelligence measures: A systematic review. Healthcare, 9(12), 1696. https://doi.org/10.3390/healthcare9121696 

Bwalya, A. (2023). Leadership styles. https://doi.org/10.6084/m9.figshare.23932113.v1

D’Alimonte, L., McLaney, E., & Di Prospero, L. (2019). Best practices on team communication: Interprofessional practice in oncology. Current Opinion in Supportive and Palliative Care, 13(1), 69. https://doi.org/10.1097/SPC.0000000000000412 

Franczukowska, A. A., Krczal, E., Knapp, C., & Baumgartner, M. (2021). Examining ethical leadership in health care organizations and its impacts on employee work attitudes: An empirical analysis from Austria. Leadership in Health Services (Bradford, England), 34(3), 229–247. https://doi.org/10.1108/LHS-06-2020-0034 

NHS FPX 8002 Assessment 3 Personal Leadership Portrait Part 2

Khuntia, J., Ning, X., Cascio, W., & Stacey, R. (2022). Valuing diversity and inclusion in health care to equip the workforce: Survey study and pathway analysis. JMIR Formative Research, 6(5), e34808. https://doi.org/10.2196/34808 

Li, J.-Y., Sun, R., Tao, W., & Lee, Y. (2021). Employee coping with organizational change in the face of a pandemic: The role of transparent internal communication. Public Relations Review, 47(1), 101984. https://doi.org/10.1016/j.pubrev.2020.101984

Malik, M., Mahmood, F., Sarwar, N., Obaid, A., Memon, M. A., & Khaskheli, A. (2023). Ethical leadership: Exploring bottom-line mentality and trust perceptions of employees on middle-level managers. Current Psychology, 42(20), 16602–16617. https://doi.org/10.1007/s12144-022-02925-2 

Manzoor, F., Wei, L., & Asif, M. (2021). Intrinsic rewards and employee’s performance with the mediating mechanism of employee’s motivation. Frontiers in Psychology, 12. https://www.frontiersin.org/journals/psychology/articles/10.3389/fpsyg.2021.563070 

Ree, E., & Wiig, S. (2020). Linking transformational leadership, patient safety culture and work engagement in home care services. Nursing Open, 7(1), 256–264. https://doi.org/10.1002/nop2.386 

Saad Alessa, G. (2021). The dimensions of transformational leadership and its organizational effects in public universities in Saudi Arabia: A systematic review. Frontiers in Psychology, 12. https://www.frontiersin.org/articles/10.3389/fpsyg.2021.682092

NHS FPX 8002 Assessment 3 Personal Leadership Portrait Part 2

Schot, E., Tummers, L., & Noordegraaf, M. (2020). Working on working together. A systematic review on how healthcare professionals contribute to interprofessional collaboration. Journal of Interprofessional Care, 34(3), 332–342. https://doi.org/10.1080/13561820.2019.1636007

Stanford, F. C. (2020). The importance of diversity and inclusion in the healthcare workforce. Journal of the National Medical Association, 112(3), 247–249. https://doi.org/10.1016/j.jnma.2020.03.014 

Tiessen, R., Cadesky, J., Lough, B. J., & Delaney, J. (2021). Scholar/practitioner research in international development volunteering: Benefits, challenges and future opportunities. Canadian Journal of Development Studies / Revue Canadienne d’études Du Développement, 42(3), 394–415. https://doi.org/10.1080/02255189.2020.1841606 

Varkey, B. (2020). Principles of clinical ethics and their application to practice. Medical Principles and Practice, 30(1), 17–28. https://doi.org/10.1159/000509119 

Zaccagnini, M., Bussières, A., West, A., Boruff, J., & Thomas, A. (2020). Features of scholarly practice in health care professionals: A scoping review protocol. Canadian Journal of Respiratory Therapy: CJRT = Revue Canadienne de La Thérapie Respiratoire : RCTR, 56, 38–41. https://www.ncbi.nlm.nih.gov/pmc/articles/PMC7485963/