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NHS FPX 5004 Assessment 2 Leadership and Group Collaboration

Student Name

Capella University

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

Prof. Name:

Date

Leadership and Group Collaboration

I appreciate the opportunity to lead the committee in addressing the diversity issues highlighted in the recent employee survey at Lakeland Clinic. Leadership and diversity intersect the healthcare system to form a critical foundation (Diggle et al., 2020). This letter allows me to analyze my skills and outline my intention to lead the committee. The healthcare system relies on its ability to embrace cultural diversity, recognizing that each patient’s background significantly influences their health needs and preferences (Nair & Adetayo, 2019).

The scenario highlights that 75% of employees express their concerns revolving around diversity. Workplace incivility and imbalance between work and life are common issues in the workforce. I am committed to ensuring a positive and inclusive work environment that benefits employees and improves the relationship between the clinic and the Haitian community it serves.  

Desirable Leadership Qualities

Practical leadership qualities in this scenario require a combination of empathy, cultural competence, communication skills, and the ability to foster collaboration. Understanding the unique needs and cultural values is crucial, and acknowledging the significance of these qualities to address cultural diversity issues is essential. A successful leader should be able to understand and connect with the experiences and feelings of others  (Jin & Ikeda, 2024). In my previous projects, I have demonstrated empathy with my team members by actively listening to their concerns and creating a supportive environment. 

Cultural competency brings the staff and the Haitian community closer by eliminating their differences. A leader’s experience in diverse environments and commitment to continuous learning equips one to lead a team that respects and values cultural diversity (Stubbe, 2020). This encourages further insights into the cultural norms and values of the community to ensure a more inclusive environment. Clear and effective communication is vital in addressing the diversity issue at the clinic. For this purpose, transparent and open communication by healthcare personnel is essential for addressing concerns, sharing ideas, and fostering a collaborative environment (Stubbe, 2020). 

Inspiration for Leadership Skills 

To further illustrate my commitment to effective leadership, I take inspiration from an exemplary leader and associate VC (vice chancellor) at Health Equity, Diversity, and Inclusion (HEDI) UC Davis, Hendry Ton. Mr. Ton is one of the top leaders in diversity in the modern era. He is committed to promoting inclusivity in the healthcare system (Ramirez, 2023). The best leadership qualities that inspire most people are Mr. Ton’s approachability and dedication to engaging all employees at all levels. In this leadership style, Mr Ton values open communication and inclusivity. 

Ton’s leadership qualities are similar to mine in that he emphasizes collaboration, community building, and partnerships. His Diversity, Equity, and Inclusiveness (DEI) projects promote a positive workforce culture. For a successful solution at Lakeland Clinic, the promotion of these qualities is productive in solving diversity issues. As Ton’s leadership extends beyond internal initiatives to the broader community through the Anchor Institution Mission, the clinic must be diversely vital for addressing healthcare issues (Ramirez, 2023).

The qualities of both of us are similar in terms of empathy for recognizing the employees’ concerns for a positive work environment. Our differences lie in Mr. Ton has a strong background in cultural anthropology, which has deeply informed me about healthcare leadership. We have different academic backgrounds, but I am dedicated to collaborating and learning. 

My Role as Project Leader

As the project leader, I will adopt a transformational leadership style. Transformational leadership style is backed by inspirational and motivational principles to bring the full potential of the team members, fostering innovation and creating a positive and inclusive work environment (Jankelová & Joniaková, 2021). This style aligns with the clinic’s goal of addressing diversity issues and improving employee and community outcomes. I will employ the following strategies in leading the committee: I will inspire my team members by emphasizing the project’s significance in creating a more inclusive and culturally competent environment.

Motivating the team through shared values and a common vision will be integral to our success. My leadership approach and style will involve building rapport through active listening and empathy by encouraging a safe space for sharing ideas and concerns, empowering team members by delegating tasks according to their strengths, and providing opportunities for growth through learning and gaining experience. This will help address Lakeland Clinic’s diversity issue. 

Qualities and Behavior of a Transformational Leader

A transformational leader has certain qualities, such as demonstrating charisma and motivating team members enthusiastically. They also have a strong sense of purpose and can articulate it clearly with their team members (Lai et al., 2020). A diverse and inclusive vision in a healthcare setting entails respect, understanding, and equitable care provision. Their behavior shows optimism, encouragement, and positive reinforcement.

One notable feature of transformational leadership is it challenges the status quo and encourages critical thinking, stimulating intellectual curiosity and innovation by promoting a culture of learning and growth. This encourages the development of a diverse committee to address the diversity concerns at Lakeland Clinic. Lastly, a transformational leader considers each individual’s needs, preferences, and strengths of a diverse team, providing opportunities for professional development (Lin et al., 2020). 

Recognizing and appreciating each committee member’s diverse backgrounds, unique skills, and experience will be a priority. This approach fosters a sense of belonging and encourages diverse perspectives, contributing to a thorough understanding of the diversity-related issues (White et al., 2019). Recognizing and rewarding the efforts of team members is crucial for motivation. I will develop a system where individuals and the team will be rewarded for their contributions, reinforcing a culture of collaboration. Lastly, while encouraging autonomy and innovation, I will monitor progress closely and intervene when necessary. This approach will enable me to keep the project on track and adapt to evolving changes, balancing autonomy and accountability (Diggle et al., 2020).

Facilitating Teamwork and Collaboration

Effective collaboration is essential for the success of the committee. I will implement the following practices to maximize team effectiveness: I will establish a diverse and inclusive healthcare team that reflects the diversity of the clinic’s workforce and the community it serves. This ensures a broad range of perspectives and experiences. I will organize training sessions for the team to enhance cultural competence. This will include understanding the cultural norms and values of the predominant Haitian community to improve interaction and relationships (Stanford, 2020). 

Transformational Strategies Utilized

Transformational leadership is about guiding and providing accessible sources to inspire and empower them. The online toolkits for cultural competency will be shared to increase knowledge and empower team members.  I will share facts and real-life examples of diverse workforce repercussions to motivate verbally. For instance, studies claim diverse groups are more intelligent or objective in their judgment (Wheeless, 2021). Practically, I provide cultural competency training and work with each team member individually. The training through collective meetings will help learn modules of communication skills, cross-cultural sensitivity, and addressing implicit bias in healthcare delivery.

These measures will address language-related issues that will help in communicating effectively and also help respect the cultural sentiments of the diverse staff at Lakeland Clinic. The personalized interaction through one-to-one meetings with each team member will enable individualized development plans that align with their career aspirations and contribute to diversity goals (Coco et al., 2023). With this approach, I aim to empower the team by delegating authority and responsibility for specific aspects of diversity initiatives.

It will enable me to manifest autonomy at the individual level and guidance at the collective level. For intellectual stimulation, organizing brainstorming activities with hypothetical scenarios and, if needed, a guest speaker to share real-life examples from the healthcare industry (Lin et al., 2020). 

NHS FPX 5004 Assessment 2 Leadership and Group Collaboration

Encouragement of open dialogue through regular team meetings and open forums to ensure a collaborative decision-making process (Nadkarni et al., 2021). Establishment of clear goals and responsibilities for team members to give a sense of ownership and autonomy and a system for accountability. This further takes establishing a feedback mechanism to assess the team’s performance, progress, and areas for improvement.

This will promote continuous learning and adaptation to the evolving needs of the employees and the community it serves (Diggle et al., 2020). Lastly, celebrating success and milestones will be part of the reinforcement strategy. This will foster a sense of accomplishment and motivate them to collaboratively achieve the clinic’s goal (Maassen et al., 2021).  

In conclusion, I am honored to take on the responsibility of leading the team to address the diversity issues at Lakeland Clinic. With the right approach and a committed team, we can create positive change that benefits our employees and the community we serve. I look forward to receiving more details via email and am eager to embark on this transformative journey.

References

Coco, L. L., Heidler, P., Fischer, H., Albanese, V., Marzo, R. R., & Kozon, V. (2023). When the going gets challenging—motivational theories as a driver for workplace health promotion, employees well-being and quality of life. Behavioral Sciences13(11), 898–898. https://doi.org/10.3390/bs13110898 

Diggele, C. van, Burgess, A., Roberts, C., & Mellis, C. (2020). Leadership in healthcare education. BMC Medical Education20(S2), 456. https://bmcmededuc.biomedcentral.com/articles/10.1186/s12909-020-02288-x 

Jankelová, N., & Joniaková, Z. (2021). Communication skills and transformational leadership style of first-line nurse managers in relation to job satisfaction of nurses and moderators of this relationship. Healthcare9(3), 346. NCBI. https://doi.org/10.3390/healthcare9030346 

Jin, J., & Ikeda, H. (2024). The role of empathic communication in the relationship between servant leadership and workplace loneliness: A serial mediation model. Behavioral Sciences14(1), 4. https://doi.org/10.3390/bs14010004 

Lai, F.-Y., Tang, H.-C., Lu, S.-C., Lee, Y.-C., & Lin, C.-C. (2020). Transformational leadership and job performance: The mediating role of work engagement. SAGE Open10(1). Sagepub. https://doi.org/10.1177/2158244019899085 

Lin, C. pei, Xian, J., Li, B., & Huang, H. (2020). Transformational leadership and employees’ thriving at work: The mediating roles of challenge-hindrance stressors. Frontiers in Psychology11(1). NCBI. https://doi.org/10.3389/fpsyg.2020.01400 

Maassen, S. M., Oostveen, C. V., Vermeulen, H., & Weggelaar, A. M. (2021). Defining a positive work environment for hospital healthcare professionals: A delphi study. PLoS ONE16(2), 1–14. https://doi.org/10.1371/journal.pone.0247530 

Nadkarni, A., Carrick, N. C. L., Kroll, D. S., Gitlin, D., & Silbersweig, D. (2021). Communication and transparency as a means to strengthening workplace culture during COVID-19. NAM Perspectives2021. NCBI. https://doi.org/10.31478/202103a 

Nair, L., & Adetayo, O. A. (2019). Cultural competence and ethnic diversity in healthcare. Plastic and Reconstructive Surgery – Global Open7(5). https://doi.org/10.1097/gox.0000000000002219 

NHS FPX 5004 Assessment 2 Leadership and Group Collaboration

Ramirez, C. (2023, October 6). Hendry Ton was recognized as one of modern healthcare’s top diversity leaders for 2023health.ucdavis.edu. https://health.ucdavis.edu/healthcare-professionals/news/headlines/hendry-ton-recognized-as-one-of-modern-healthcares-top-diversity-leaders-for-2023/2023/10#:~:text=Hendry%20Ton%20recognized%20as%20one%20of%20Modern%20Healthcare 

Stanford, F. (2020). The importance of diversity and inclusion in the healthcare workforce. Journal of the National Medical Association112(3), 247–249. https://doi.org/10.1016/j.jnma.2020.03.014 

Stubbe, D. E. (2020). Practicing cultural competence and cultural humility in the care of diverse patients. Focus18(1), 49–51. https://doi.org/10.1176/appi.focus.20190041 

Wheeless, N. (2021, May 17). 4 lessons for building diverse teams. Harvard Business Review. https://hbr.org/2021/05/4-lessons-for-building-diverse-teams 

White, J., Plompen, T., Tao, L., Micallef, E., & Haines, T. (2019). What is needed in culturally competent healthcare systems? A qualitative exploration of culturally diverse patients and professional interpreters in an Australian healthcare setting. BMC Public Health19(1). https://doi.org/10.1186/s12889-019-7378-9 

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