Nurs FPX4005 Assessment 1 Collaboration and Leadership Reflection

Collaboration and Leadership Reflection

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Ian Lewis 

Capella University

Nurs FPX4005

Instructor Name

Due Date

Collaboration and Leadership Reflection

These are reflected upon in the Nurs FPX 4005 Assessment 1: Leadership and Collaboration Roles for Successful Team Development in Healthcare. Effective leadership provides the leadership of communication, belongingness, and team success through group decision-making, while inter-disciplinary collaboration instills harmony in the team with enhanced patient outcomes as well as more holistic care delivery. I am a participative, visionary type of leader who is a nurse and whose responsibility is to maintain harmony and to make sure that all team members are making headway toward our shared goal of improved patient outcomes. I keep people communicating and working together in establishing an environment where everyone’s skill set when it comes to the team is worth something and comes into respect. This approach encourages creativity and innovation through coordination with long-term goals, thus very helpful in interdisciplinary settings.

Interdisciplinary Collaboration Experience

I have gained experience in interdisciplinary collaboration while taking care of a patient diagnosed with Congestive Heart Failure (CHF). The entire team consisted of nurses, cardiologists, dietitians, physical therapists, and social workers, each possessing his/her area of expertise (Dailey et al., 2022). This interdisciplinary process yielded some dividends: the cardiologist took charge of medical care, the dietitian had nutritional issues in their purview, the physical therapist coordinated an organized rehabilitation program, and the social worker was in charge of discharge planning. In bringing all of these various skills together, we wished to offer an interdisciplinary model of patient care. Despite improvements being made, there were certain issues encountered.

One of the disadvantages of confederation was that there was no established communication system, and delays in decision-making. There were instances of disagreement among the team members regarding priorities in the course of patient care, which resulted in complications and delays in progress. Second, professionals specialize their activities in specific areas of care (Copley et al., 2024). For example, the cardiologist was interested in the kind of medical treatment, and the social worker was interested in the psychological condition of the patient, thereby leading to tension and incompatibility between the goals of treatment.

Nurs FPX4005 Assessment 1 Collaboration and Leadership Reflection

The team required great leadership for efficient team operation. As a team leader in nursing, I ensured that all the team members appreciated their contributions by holding open discussion meetings frequently. Through this manner, the team was established on trust and harmony. Where there was great leadership, the team members were highly participatory, and their knowledge had great integration in decision-making; thus, this improved the patient outcome. However, at times, weak leadership, more so in coordination and communication, was experienced. A braver strategy for establishing expectations and driving interdepartmental bargaining would have reduced misinterpretation and increased synchronicity of team targets (Sasnal et al., 2023). If the quality of leadership at any time was low, the team members would demotivate each other, and it would impact the effectiveness of collaboration. This interaction reinforced the significance of effective communication and organized coordination among interprofessional teams.

Identifying Effective and Ineffective Leadership

The Nurs FPX4005 Assessment 1 on Collaboration and Leadership Reflection raises an argument that effective leadership is effective communication, motivating others, and commitment to teamwork. Effective leaders create an environment that makes all the members of a team valuable and improve by defining and using their personal strengths (Cakir & Adiguzel, 2020). Ineffective leadership is characterized by communication failures, unclear communication, and absence of team input, and these often come accompanied by confusion and disengagement. Such issues have a tendency to deteriorate cooperation and affect cooperative decision-making processes. Through experience, I have learned that effective leaders of multidisciplinary teams are adaptable, good communicators, and builders of teams. They foster an open culture that is innovative and collaborative. Micromanaging or failing to appreciate input, however, kills innovation, demoralizes, and ultimately keeps the team from doing what it intended to do.

Effective Leadership Strategies

For instance, in the Nurs FPX 4005 exam 1, there is a recognition of some of the leadership patterns that enhance the likelihood of success of an interprofessional team in the short term. One of them is transformational management, which is achieved by inspiring and pushing a group’s contributors towards a critical objective (Ystaas et al., 2023). Transformational leaders are most valuable to use in the healthcare setting as they promote innovation, creativity, and collaboration between professions. Disbursed leadership is also an effective way to promote creative thinking and group decision-making via participatory leadership sharing (Diggle et al., 2020). dispensed management maximizes problem-solving potential and agility and achieves the peak performance of an interprofessional team.

Strategies for making Interdisciplinary Collaboration

A successful interdisciplinary team has the benefit of free communication, mutual respect for members, and a clear definition of each member’s role. The definition of roles is clearly essential to success because it de-mystifies the particular areas of responsibility and the respective fields of expertise for each member in order to avert confusion and duplication of responsibilities (Worafi, 2023). Besides, the application of practices such as shared decision-making is necessary to engage all members in critical patient care decisions (Deckers & Zaalen, 2024). Although these demand active group participation, they also make the individuals personally responsible for the decisions made, ensuring that a team-oriented approach towards shared goals is maintained. I can improve such team efforts by implementing the servant leadership practice.

As per Demeke et al. (2024), servant leaders are focused on the welfare and growth of their team members and enable them to achieve their maximum potential. Servant leadership encourages a helping and teamwork culture within the inter-professional team so that each member is enabled to contribute substantively to the initiative. It is also compatible with the values of transformational and distributed leadership. Servant leadership also focuses on listening, empathy, and cooperation — core factors supporting effective interdisciplinary practice.

Conclusion

In conclusion, my reflection on Nurs FPX 4005 Assessment 1 in Collaboration and Management clearly demonstrates that I personify the characteristics of a collaborative visionary leader who values open communication and collaboration to promote patient outcomes.

The worth of good communication is only from success and failure, which I have both experienced in my efforts at interprofessional collaboration. Bad leadership creates confusion, while the top leadership creates alignment and motivation. On average, through the utilization process of the servant leadership style, I am more capable of building teamwork and crew satisfaction.

References

Cakir, S. F., & Adiguzel, Z. (2020). A study on the effectiveness of leadership within organizations and its impact on employee knowledge-sharing behaviours. Sage Open, 10(1). https://doi.org/10.1177/2158244020914634

 Enhancing collaborative practices through interprofessional simulations for students in occupational therapy, physiotherapy, dietetics, and nursing. Journal of Interprofessional Care, 38(3), 534–543. https://doi.org/10.1080/13561820.2024.2303499

The significance of nurse practitioners in the treatment and management of heart failure patients and associated programs. Current Cardiology Reports, 24(12), 1945–1956. https://doi.org/10.1007/s11886-022-01796-0

Understanding shared decision-making within interprofessional teams for a child with Down syndrome facing communication and language challenges: Training through simulation for medical and allied health students. Healthcare, 12(6), 681. https://doi.org/10.3390/healthcare12060681

 Demeke, G. W., Engen, M. L. van, & Markos, S. (2024). An overview of servant leadership within healthcare research: A systematic review. Journal of Healthcare Leadership, 16, 1. https://doi.org/10.2147/JHL.S440160

 Diggele, V. C., Burgess, A., Roberts, C., & Mellis, C. (2020). Leadership dynamics in healthcare education. BioMed Central Medical Education, 20(2), 456. https://doi.org/10.1186/s12909-020-02288-x

It’s Not Us Versus Them: Cultivating interdisciplinary connections during the perioperative phase.  https://doi.org/10.1016/j.jpainsymman.2022.12.140

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