NHS FPX 8002 Assessment 2 Personal Leadership Portrait Part 1

Student Name

Capella University

NHS-FPX 8002 Collaboration, Communication, and Case Analysis for Doctoral Learners

Prof. Name:

Date

Personal Leadership Portrait

A self-assessment of one’s leadership style and qualities in the healthcare profession constitutes a personal leadership portrait. This visual representation is shaped by an individual’s unique experiences, values, and beliefs, providing a roadmap for personal and professional development. Different leadership styles, such as transactional, transformational, servant, charismatic, contingency, and trait, distinguish leaders. In this case, the outcome of the leadership portrait self-evaluation reflects a transformational leadership style, with the primary objective being to motivate and inspire collaboration within a team. This evaluation delves into critical components like diversity, inclusion, communication, collaboration, and professionalism, all of which are integral to becoming an effective leader.

Personal Approach to Leadership

Effective leadership requires a combination of leadership traits, strategic and technical awareness, and emotional intelligence. In the dynamic and complex healthcare industry, leaders must adapt, stay abreast of changes, and implement strategies beneficial to the organization and team. The possession of transformational leadership characteristics aligns with ethical leadership principles. Encouragement and motivation, crucial components of transformational leadership, play a pivotal role in my capacity as a clinical and lab instructor, where the ultimate goal is to produce more professionally educated nurses (Jambawo, 2018).

Change Management and Emotional Intelligence

Change is inevitable, and as a leader, integrating change while considering others’ emotions is paramount. Effective healthcare leadership requires emotional intelligence, encompassing the management of emotions, fostering positive relationships, and navigating complex dynamics. The five characteristics of emotional intelligence—self-awareness, self-regulation, self-motivation, empathy, and social skill—are vital in healthcare leadership (Issah, 2018). As a professor and an emergency room nurse, effective communication is imperative, and different situations may necessitate various leadership styles, such as transactional, servant, or charismatic, depending on the context (Styles of Leadership Matrix, 2023).

Interprofessional Communication, Collaboration, and Change Management

Effective healthcare leadership involves building interprofessional relationships, engaging the community, and managing change for improved patient outcomes. As a transformational leader, collaboration and communication with diverse healthcare members are crucial to achieving shared goals. Implementing best practices, fostering respect, encouraging discussions, and providing professional development opportunities contribute to successful change management (Jambawo, 2018).

Ethical Leadership in Professional Practice

Ethical leadership principles play a crucial role in guiding professional practice. These leaders serve as moral role models, emphasizing the importance of promoting patients’ well-being, respecting autonomy, and ensuring fair and just healthcare decisions. Principles such as honesty, fairness, integrity, and respect align with traits exhibited by ethical leaders, influencing followers to uphold ethical conduct (Jambawo, 2018). The nursing code of ethics, based on the work of Florence Nightingale, serves as a foundation for ethical leadership in healthcare.

Diversity and Inclusion in Health Care Leadership

Diversity and inclusion are essential components of effective healthcare leadership, aiming to value and celebrate differences among individuals and groups. Health equity, defined by the World Health Organization, strives for fair and preventable health outcome discrepancies across different groups (Health Equity, 2021). A leader promoting diversity and inclusion implements best practices, understands diverse backgrounds, fosters an inclusive environment, and actively involves patients and the community in decision-making processes (Debesay et al., 2022).

Scholar-Practitioner in Healthcare

A scholar-practitioner in healthcare is proficient in both theoretical knowledge and practical experience. Critical thinking is crucial for evaluating complex information and making informed decisions. Scholar-practitioners in healthcare contribute to the field by conducting research, advancing policies and practices, and mentoring future leaders. They expand healthcare knowledge, improve quality and safety, and address real-world challenges through the application of theoretical understanding and practical experience (Zaccagnini et al., 2022).

Conclusion

Effective healthcare leadership entails creating an environment where individuals can freely express themselves, promoting collaboration, and fostering positive motivation. Transformational leadership aligns with ethical behavior, advocating for justice and fairness regardless of background. A leader should embody the role of a scholar-practitioner, utilizing both theoretical knowledge and practical experience to address challenges and benefit both patients and the organization.

References

Debesay, J., Arora, S., & Fougner, M. (2022). Healthcare Workers’ and Ward Nurses’ Experiences: Organizational Culture and Ethnic Diversity in Nursing Homes. BMC Health Services Research, 22(1), https://doi.org/10.1186/s12913-022-08184-y

Gaines, K. (2022). What Is the Nursing Code of Ethics? Nurse.org. https://nurse.org/education/nursing-code-of-ethics/

Health equity. (2021). World Health Organization. https://www.who.int/health-topics/health-equity#tab=tab_1

Issah, M. (2018). Change Leadership: The Role of Emotional Intelligence. Sage Open. https://journals-sagepub-com.library.capella.edu/doi/pdf/10.1177/2158244018800910

Jambawo, S. (2018). Transformational Leadership and Ethical Leadership: Their Significance in the Mental Healthcare System. British Journal of Nursing, 27(17), 998-1001. https://doi.org/10.12968/bjon.2018.27.17.998