NURS FPX 5004 Assessment 2 Leadership and Collaboration

I am pleased to be a part of the assigned proposal. Good Leadership in the healthcare sector is essential to an organization’s success. I have a great chance to improve my problem-solving capabilities with this project, like the Lakeland Medical Clinic’s diversity problem. I infer from your email that the staff needs to show more cultural competency, which is the main problem we need to address. Leaders who can effectively address diversity issues within a healthcare institute should possess a number of essential leadership qualities. Cultural competency is a particularly important quality for leaders seeking to address diversity issues. It refers to the ability to understand and respect the unique cultural and social backgrounds of all team members and to work effectively with people from a variety of different backgrounds (Lee et al., 2020). This is particularly important in a healthcare setting, where the needs and experiences of patients and staff may vary significantly based on their cultural backgrounds.

In addition to cultural competency, emotional intelligence is also important for leaders seeking to address diversity issues and understanding one’s own emotions as well as those of others and being able to use this understanding to regulate one’s own conduct effectively, and relationships are known as emotional intelligence (Lee et al., 2020). Leaders with high emotional intelligence can resolve conflicts that may develop due to differences in cultural backgrounds or opinions and may establish a positive and encouraging work atmosphere for all team members.

Open-mindedness is another important quality for leaders addressing diversity issues. A leader who is open-minded and willing to listen to the perspectives and ideas of others is better able to address diversity issues within the organization (McKimm et al., 2021). They should be willing to consider new ideas and approaches and should be open to feedback and suggestions from team members.

NURS FPX 5004 Assessment 2 Leadership and Collaboration

Inclusivity is another important quality for leaders addressing diversity issues. A leader committed to inclusivity creates a work environment where all team members feel valued and included, regardless of their cultural background or other differences (Lee et al., 2020). NURS FPX 5004 Assessment 2 Leadership and Collaboration.
They should work to create policies and practices that are inclusive and equitable and should be proactive in addressing any issues of discrimination or bias within the organization.

Dr Cynthia, the chief executive officer and medical director of UnitedHealth Group in Minnesota, is the person I would choose to handle this project. Dr Cynthia has been committed to enhancing healthcare for minorities for the past 30 years. She works on research, education, and patient care.

She is a great leader who employs transformational leadership, and the UnitedHealth group is currently one of the largest healthcare units to receive an excellence award for her leadership. Her success can be linked to her willingness to take chances to realize her objectives. She has made a concerted effort to raise the quality of local communities’ healthcare services. There are certain similarities and differences between me and her leadership style. 

We equally engage in transformational teamwork for a medical company since it affects both the health and happiness of personnel in addition to the standard of care given to customers. In addition, we both demonstrate integrity and ethical behaviour in our leadership. This includes acting in patients’ best interests, being transparent and accountable, and maintaining high standards of professionalism (Ilyas & Abid, 2022). A leader who embodies these values is more likely to earn the trust and respect of their team and other stakeholders and to create a positive and ethical culture within the organization. NURS FPX 5004 Assessment 2 Leadership and Collaboration.
Also, we both effectively communicate with team members, patients, and other stakeholders. To do this, one must be able to express thoughts and expectations clearly as well as actively listen to and comprehend the requirements and viewpoints of others. (Anca-Teodora, 2021). Efficient communication may foster a supportive and cooperative organizational climate and enhance the standard of care.

As a healthcare leader, I believe in the ability to adapt to change, and uncertainty as the healthcare industry constantly evolves with new technologies, treatments, and policies. At the same time, Dr Cynthia could be more adaptive in her leadership style. This strategy might be better in a clinical setting, especially when dealing with critical issues like diversity. A healthcare leader who can adapt to these changes and help their team navigate uncertainty is more likely to succeed (Sakr et al., 2022). 

I will make use of the following leadership style when managing the project at Lakeland Medical Clinic:

As a healthcare leader, effectively manages and leads the staff to ensure good quality patient care and achieve the organization’s goals. This involves a range of responsibilities and challenges, navigating the complex and dynamic landscape of the healthcare industry and dealing with a range of stakeholders, including patients, staff, and other healthcare professionals.

I will follow the transformational model as a healthcare leader. I want to inspire and motivate my team members to achieve their full potential and to create a positive and collaborative work environment (Hsu et al., 2022); this involves setting clear goals and expectations for team members, providing support and development opportunities, and encouraging innovation and creativity. I can adapt to change and uncertainty and effectively manage resources, including a budget, staff, and time.

In addition to these responsibilities, I would demonstrate integrity and ethical behaviour in my leadership. This includes acting in patients’ best interests, being transparent and accountable, and maintaining high standards of professionalism (Ilyas & Abid, 2022). 

Here are several approaches a healthcare leader can take to facilitate collaboration among a professional team effectively.

One approach is to develop an inclusive work culture that promotes diversity and motivation by breaking communication barriers and promoting dialogue among team members. This can involve setting ground rules for communication and collaboration, such as active listening to others and showing respect for different perspectives (Sakr et al., 2022). It can also foster a sense of trust and mutual respect among team members, which can help create a more collaborative and supportive work environment.

Another approach is providing team members with the resources and support they need to work effectively. This can involve giving team members a chance to grow their knowledge and abilities through training and development opportunities, as well as supplying them with the tools and resources they need to complete their work. (Spiegel, 2019). NURS FPX 5004 Assessment 2 Leadership and Collaboration.
It can also involve providing adequate staffing levels and support to ensure that team members are able to work effectively and efficiently.

Encourage employees to engage actively in final choice and root cause the concern is a third strategy. This can involve involving team members in the planning and decision-making process and seeking their input and ideas on addressing challenges and improving the quality of care provided to patients (Waring et al., 2022). In order to improve outcomes and foster collaboration, healthcare administrators should help team members feel a sense of ownership and commitment by giving them the freedom to actively participate in determining the organization’s future.

Overall, the key to effectively facilitating collaboration among a professional team is creating a positive and inclusive work culture, providing team members with the resources and support they need, and encouraging them to take an active role in decision-making and problem-solving.

References

Anca-Teodora, S.-O. (2021). 10 Skills for effective business communication. practical strategies for the world’s greatest leaders. SYNERGY, 17(1).

https://doi.org/10.24818/syn/2021/17/1.08

Hsu, N., Newman, D. A., & Badura, K. L. (2022). Emotional intelligence and transformational leadership: meta-analysis and explanatory model of female leadership advantage. Journal of Intelligence, 10(4), 104.
https://doi.org/10.3390/jintelligence10040104

Ilyas, S., & Abid, G. (2022). Influence of ethical leadership on DSIW of employees: a study on healthcare workers. Global Social Sciences Review, VII(II), 265–275.

https://doi.org/10.31703/gssr.2022(vii-ii).27

Lee, M., Tasa-Vinyals, E., & Gahagan, J. (2020). Improving the LGBTQ2S+ cultural competency of healthcare trainees: Advancing health professional education. Canadian Medical Education Journal.
https://doi.org/10.36834/cmej.67870

McKimm, J., Ramani, S., & Nadarajah, V. D. (2021). “Surviving to thriving”: Leading health professions’ education through change, crisis & uncertainty. The Asia Pacific Scholar, 6(3), 32–44.

https://doi.org/10.29060/taps.2021-6-3/oa2385

Sakr, F., Haddad, C., Zeenny, R. M., Sacre, H., Akel, M., Iskandar, K., Hajj, A., & Salameh, P. (2022). Work ethics and ethical attitudes among healthcare professionals: the role of leadership skills in determining ethics construct and professional behaviors. Healthcare, 10(8), 1399.
https://doi.org/10.3390/healthcare10081399

Shirey, M. R., White-Williams, C., & Hites, L. (2019). Integration of authentic leadership lens for building high performing interprofessional collaborative practice teams. Nursing Administration Quarterly, 43(2), 101–112.

https://doi.org/10.1097/naq.0000000000000339

Spiegel, J. S. (2019). Open-mindedness and disagreement. Metaphilosophy, 50(1-2), 175–189. https://doi.org/10.1111/meta.12346

Waring, J., Bishop, S., Clarke, J., Exworthy, M., Fulop, N. J., Hartley, J., Ramsay, A. I. G., Black, G., & Roe, B. (2022). Acquiring and developing healthcare leaders’ political skills: an interview study with healthcare leaders. BMJ Leader, leader-2022-000617.

https://doi.org/10.1136/leader-2022-000617