NURS FPX8002 Assessment 3 Personal Leadership Portrait

NHS FPX8002 Assessment 3 Personal Leadership Portrait

A personal leadership picture is a detailed look at your leadership skills, traits, abilities, and places where you can improve. Finding out your leadership style, beliefs, skills, and flaws can be done through self-reflection, getting comments from others, going over your experience and achievements, and more self-reflection. NHS FPX8002 Assessment 3 Leadership images are important because they motivate healthcare workers to advance in their careers and give them the tools to make positive changes in collaborative health communities.

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Personal Approach to Healthcare Leadership

I see myself as an open and participatory leader in healthcare who wants to build strong partnerships between teams of different professionals. Emotional intelligence, honesty, dependability, and the ability to make decisions are some of my best qualities as a boss. Studies show that these help leaders get people to work together toward a common goal (Fox & Comeau-Vallée, 2020). I’m also good at talking, listening, and getting along with other people, all of which are important for working together. Because I used to be a nurse, I can relate to what workers and patients need. Even though I like these traits about myself, I know I need to keep learning how to be more self-aware, patient, and good at leading workplace change.

I also want to actively get comments from my teachers, coworkers, and staff. Their helpful feedback will help me learn more about how others see me by showing me my strengths and the skills I need to work on (Fotopoulou et al., 2021). I will think about all of my evaluations and comments to learn more about myself and set clear goals for my leadership growth that will help me move up in my work. NHS FPX8002 Assessment 3 Accurate information about what I can do now and deliberate progress in areas where I need to improve will help me become an inspiring healthcare leader who drives corporate greatness (Haricharan, 2022).

Emotional Intelligence and Leadership Characteristics

Emotionally intelligent skills, such as self-awareness, drive, empathy, and relationship management, help me understand my own and other people’s feelings and use that information to guide what I think and do. As a healthcare leader, this helps me build coordinated teams by helping me see things from different points of view, handle disagreements by finding middle ground, and guide employees who are having trouble reaching their goals. These fit well with the style of collaborative leadership I like a lot. This democratic style lets staff help make decisions, which increases engagement, happiness, and the level of care (Guinot et al., 2021). But depending only on participation during big organizational changes can make it harder to make decisions quickly. So, I need to combine instructions by setting limits, making strong suggestions, and finishing plans for how to carry them out. This shows parts of the strong leadership style based on vision and direction, which helps me lead change well.

NHS FPX8002 Assessment 3

Also, even though I like working with others, there are times when I need to have a clear idea of what I want to do and be able to make a decision. In this case, I need to combine the opinions of experts while still making my own value-based decisions. This uses parts of the transformational leadership style that is based on inspiring and a shared goal (Akdere & Egan, 2020). It’s not possible for one person to use all styles, but improving my emotional intelligence and ability to adapt to different evidence-based methods will help me become a more well-rounded, caring, and adaptable healthcare leader who can lead teams and handle change. For workplace success, I will keep getting better at knowing when to back, lead, join in, or change choices.

Interprofessional Relationships and Change Management

My style of leadership focuses on emotional intelligence, cultural competence, honesty, and building teams to encourage strong relationships between healthcare professionals, support services, managers, and outside healthcare agencies. I value everyone who helps make patient-centered care possible, and I regularly thank neighborhood groups and partners from other departments for their work. I also want to set up regular places for people from different fields to work together on common goals, like workshops for making goals together. Zajac et al. (2021) say that using Lencioni’s 5 Dysfunctions of a Team model can help healthcare teams build even more trust, commitment, and responsibility. As a healthcare supporter, I also work with local schools, charities, government agencies, and health-access-focused groups to promote health in a way that uses the strengths of each group.

I use my relationship-management skills to deal with problems, help staff through changes, and enjoy small victories. NHS FPX8002 Assessment 3 Consistent partner participation in planning and implementation also helps. My understanding, people skills, and link with staff and community ideals make it easier for people to work together, set common goals, and be open to change (Perry, 2021). By helping people from different fields and partner groups with decision-making and new projects, I hope to provide unified, high-quality care and the best possible health results for patients, which will show how well the health system is working together.

NHS FPX8002 Assessment 3 Application of Ethical Leadership Principles

Nursing standards of ethics teach values that make staff last longer, help teams work together, and improve the quality and safety of patient care (Adams et al., 2021). So, nurse leaders need to be morally self-aware and always think about what is right and wrong when they have to balance limited resources, the needs of different stakeholders, and the needs of patients. Mohamed and Aly (2023) say that fighting for rules in institutions that protect patient rights is a way to keep nursing values alive even when other expectations are met. To do this, you need to be emotionally and morally strong. To create honest and caring collaborative healthcare teams, people must set a good example of ethical behavior in both clinical and managerial settings. They must also promote education on principles through classes that encourage reflection, safety reporting, and skill development for moral agency.

Best Practices for Developing Ethical Culture

At the same time, they need to set up fair methods for allocating resources so that unfair practices don’t happen and justice is done. To balance limited resources, care must do as little harm as possible while also trying to help as many people as possible. This is called non-maleficence. This means making decisions about care goals and resource allocation that are open and include everyone, based on what the patients need (Bufacchi, 2020). Some important things that need to be done are the creation of guidelines and protocols by everyone working together, classes on ethics that teach people how to use moral reasoning frameworks, making reporting and appeal systems easy for everyone to use, and leaders showing others how to be morally brave when institutions don’t let them.

Ethical Leaders Impact on Diversity and Inclusion

When you value variety, you recognize that each person from a different background brings their own identity, experiences, and skills to the table. Gentry et al. (2020) say that promoting inclusion means making sure that all workers feel valued, encouraged, and able to fully contribute. NHS FPX8002 Assessment 3 Leaders must handle diversity gaps and discrimination in their systems through self-reflection and attempts to make things right if they want to reduce health differences between minority groups through cultural skills and individualized solutions. There is evidence that leaders who act in an equitable way, make it official that underrepresented groups are represented, stress the importance of reducing bias in hiring and promotions, and give minority voices a chance to be heard have increased pluralism in both the clinical and executive realms (Johnson & Fournillier, 2021).

These best practices help make choices that are more complicated by using different kinds of information. This leads to happier employees, more trust in the community, and better care. A useful, diverse, and welcoming workplace is created on purpose through clear leadership, training programs, and peer support groups that give minorities who are having problems the tools they need to get ahead (Seijts & Milani, 2021).

NHS FPX8002 Assessment 3 Contribution of Scholar-Practitioners

A scholar-practitioner is a healthcare leader who uses evidence-based decision-making, data analysis, and ongoing learning to combine what they know from professional practice with what they know from academic research (Tiessen et al., 2020). Instead of just being academic experts who aren’t involved in patient care, scholar-practitioners directly meet the needs of a wide range of patients. But they make clinical care, policymaking, and health education better by combining theoretical ideas, reviews of best practices, and questioning skills that use critical thinking’s methodical, objective analysis without personal bias. This makes it more effective than depending only on gut feelings and practices that have been around for a long time without being looked at objectively (Fulton, 2021). So, health systems can benefit from strategy advice that is based on what is happening now and moves practice forward with new ideas. Care is getting more complicated, and people need solutions that can be used outside of their own field. This is where scholar-practitioners come in very handy. Their view on removing hurdles between academics and service users and critical evaluation helps organizations get better through evidence-based change management and sharing insights that can be used by anyone to increase expert knowledge.

Conclusion

For an organization to be successful and for patients to get good care, its leaders must be responsible and make decisions based on facts and opinions of everyone involved. To grow, it’s important to keep evaluating your leading skills by constantly reflecting on yourself, asking for feedback, and gaining more social, cultural, and environmental competence. Leaders in healthcare should be flexible and adaptable, but they should always stay true to their core values of honesty, fairness, and kindness. Leaders can help mixed teams provide available, caring care in the face of complex 21st century challenges by setting a positive example of equality, guiding change management that focuses on empowering stakeholders, and encouraging different points of view through critical thought.

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