NURS FPX 4005 Assessment 1 Collaboration and Leadership Reflection

Name

Capella university

NURS-FPX4005 Nursing Leadership: Focusing on People, Processes, and Organizations

Prof. Name

Date

Part 2: Reflection on Leadership and Interprofessional Collaboration

Patient care success depends on interdisciplinary collaboration because it connects multiple forms of specialized knowledge to create whole-solution results. My nursing experience involved observing obstacles and achievements in teamwork while tending to a patient with complicated health conditions. The analysis explores leadership elements, communication strategies, and structured collaboration patterns, which determine the patient’s care plan development while identifying important lessons for future professional practice.

Interdisciplinary Collaboration Experience

An interdisciplinary healthcare team collaboration presented itself during my nursing practice for managing patients with multiple health complications. A group of healthcare providers comprised nurses, physicians, physical therapists, social workers, and pharmacists. The team set as their main goal the creation of an integrative care strategy that treated the medical together with the psychosocial requirements of the patient. All team members joined to analyze and discuss what care plan should be developed for the patient. Different specialists encountered communication difficulties initially because they maintained separate views about what the patient required most urgently. Medical workers focused on changing medications, yet the social worker emphasized establishing a secure discharge framework alongside the physical therapist, who concentrated on mobility requirements.

A proficient charge nurse established a structured discussion that brought out positive results despite beginning disagreements. The nurse employed active hearing and conflict resolution methods to validate every viewpoint. Clinical staff adopted patient-oriented care, generating an integrated treatment design containing prescription management, rehabilitation targets, and a social service-supported discharge strategy. The staff faced initial tension because of their varying professional responsibilities and time restrictions. Managers needed to hold additional meetings because role definitions were not clear, thus creating duplicate efforts during care planning sessions. The efficiency would have improved by defining roles and expectations from the beginning. Standards-based communication systems, including SBAR (Situation, Background, Assessment, Recommendation), would have generated more organized discussions.

Comparison of Effective and Ineffective Leadership

Leaders who execute their roles successfully demonstrate cohesive communication and immersive listening skills for gathering teams to cooperate toward shared objectives. The charge nurse promoted teamwork through his leadership approach and built sustained respect between team members. Severe leadership deficiencies surface through organizational lack of direction, poor team communication, and opposition to divergent perspectives. A physician-led earlier interactive discussion held a hierarchical structure, resulting in nurses and therapists feeling ignored, causing their disengagement and inferior work processes.

Best-Practice Leadership Strategies

Transformational leadership is the best approach for successful interdisciplinary collaboration (Gebreheat et al., 2023). This leadership approach creates trust because it activates team member motivation through its ability to spur innovative ideas. Leaders who utilize situational leadership approaches that adjust their methods according to their team members’ needs can improve team effectiveness (Mottian et al., 2022).

Best-Practice Interdisciplinary Collaboration Strategies

Transformative leadership exists in its essence when people display skilled communication methods, active understanding capabilities, and their talent to merge various workforce members toward unified objectives. The charge nurse practiced transformational leadership through his approach, as he built teamwork through collaborative practices and shared mutual respect. Poor leadership behavior demonstrates itself through confusion mixed with weak messaging and opposition toward mingling different viewpoints (Almeida et al., 2021). A previous interdisciplinary session organized by physicians operated through a top-down hierarchy, which silenced nurses and therapists, causing their disengagement and reduced efficiency.

Leadership Development Goals

My objective is to develop transformational leadership skills for better interdisciplinary teamwork because this will improve my ability to support collaborative efforts. Active work on conflict resolution, emotional intelligence development, and evidence-based communication strategies like SBAR will complete the skill set. Leadership development workshops and mentorship programs will support my professional development (Fernández et al., 2022).

Conclusion

The foundation of successful interdisciplinary collaboration depends on remarkable leadership support, precise communication, and equal commitment to patient-centric approaches. The team-based healthcare experience through which I passed exposed issues alongside successful methods, confirming transformational leadership’s value. My ongoing development of leadership abilities and communication skills will support improving cohesive and efficient future care teams.

References

Almeida, J. G., Hartog, D. N. D., Hoogh, A. H. B. D., Franco, V. R., & Porto, J. B. (2021). Harmful leader behaviors: Toward an increased understanding of how different forms of unethical leader behavior can harm subordinates. Journal of Business Ethics, 180(1), 215–244. https://doi.org/10.1007/s10551-021-04864-7

Fernández, M. C. M., Martín, S. C., Presa, C. L., Martínez, E. F., Gomes, L., & Sanchez, P. M. (2022). SBAR method for improving well-being in the internal medicine unit: Quasi-experimental research. International Journal of Environmental Research and Public Health, 19(24), 16813. https://doi.org/10.3390/ijerph192416813