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PERSONAL LEADERSHIP PORTRAIT PREPARE For this assignment, you will bring together all the aspects of leadership that you have examined and discussed in th

PERSONAL LEADERSHIP PORTRAIT PREPARE

For this assignment, you will bring together all the aspects of leadership that you have examined and discussed in th

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PERSONAL LEADERSHIP PORTRAIT PREPARE

For this assignment, you will bring together all the aspects of leadership that you have examined and discussed in this course to evaluate your own leadership qualities and create a portrait of the health care professional and leader you aspire to be.

Last week, you completed the Leadership Self-Assessment and saved the results. In Week 6, you completed the Emotional Intelligence Questionnaire. Your discussion postings throughout the course may inform your writing, and the assignment preparation activities over the past few weeks will provide draft material to respond to the points listed below.

Note: Remember that you can submit all, or a portion of, your draft personal leadership portrait to Smarthinking Tutoring for feedback, before you submit the final version for this assessment. If you plan on using this free service, be mindful of the turnaround time of 24–48 hours for receiving feedback. 1

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Personal Leadership Portrait

Learner’s Full Name (no credentials)

School of Nursing and Health Sciences, Capella University

NHS8002: Collaboration, Communication, and Case Analysis for Doctoral Learners

Instructor Name

August, 2020 Commented [IP1]: [1] Review this Capella required format for
the cover page as illustrated here:

Full Title of Your Paper

Learner’s Full Name (no credentials)

School, Capella University

Course Number: Course Name

Instructor Name

Month, Year

2

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Personal Leadership Portrait

Health care leadership plays an important role in developing quality health care and in

developing effective leaders. There are many different approaches to leadership such as

transformational, charismatic, strategic, servant, participative, and the trait approach. The

effectiveness of one’s leadership depends largely on one’s approach to leadership and the style of

implementation of this approach. A leader must demonstrate a strong set of values, ethics, and

develop a diverse and inclusive work environment that are supported by scholarly research. The

approach that works best for me is participative leadership which offers my team the opportunity

to lead.

Personal Approach to Leadership

In the health care field, it is critical to nurture cultures that promote the “delivery of

constantly improving high quality, safe and compassionate health care” (West et al., 2015, p. 2).

Effective leadership plays a large role in shaping organizational culture, and as a leader, one

must develop the necessary behaviors, strategies, and qualities to lead (West et al.). Participative

leadership, which may also be known as a democratic style, focuses on shared decision making.

This approach is characterized by the diffusing of leadership responsibilities to subordinates. In

my academic and professional experience, I have found that the participative leadership

approach promotes ownership and improves staff buy-in for the shared vision and goals of an

organization.

It is important for a leader to have conversations with team members to look at issues

objectively and ensure that work-related outcomes and behavioral expectations are clear. A key

competency that enables a leader to identify early signs of conflict is a high degree of emotional

intelligence. This is a limitation of my personal leadership style. I rely on effective

Commented [IP2]: [2] A paper should begin with an
introduction, placing the paper’s topic in context, e.g., acknowledge
key findings, a general idea of the purpose of the paper, then
narrowing the focus to the main thesis idea.

Commented [IP3]: [3] Good identification of this style of
leadership as one that aligns with health care practice. This might be
a good place to elaborate on the traits and factors associated with
this type of leadership, using the literature for support.

Commented [IP4]: [4] Good identification of the importance of
emotional intelligence. This might be a good place to expand on how
you understand emotional intelligence and its importance and use in
practice related to this style of leadership. What might be an
example or two?

3

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communication and logical reasoning to reinforce compliance with organizational goals by

reiterating the benefits of working together to achieve goals, without leaving much room to

understand the role of possible emotional root causes. In practice, participative leadership

enables me to enlist the help of other team members to tune my perception of conflict and

identify what I may have missed. This, in turn, ensures that the resolutions I offer resonate

deeper with conflicting parties.

Interprofessional Relationships, Community Engagement and Change Management

The creation of interprofessional teams necessitates the reexamining of leadership. It

presents new challenges such as enabling teams that are sometimes large and consist of different

professionals with different skills to coordinate their efforts. Participative leadership has helped

me ensure that each team member has the opportunity to take on the responsibility of a leader.

Team members step in and out of leadership roles when their professional expertise and specific

knowledge of a client, patient, or a community become relevant to providing effective outcomes

(Smith et al., 2018). This leadership approach has resulted in individual staff members displaying

leadership behaviors and utilizing opportunities to make decisions that lead to improved patient

outcomes.

Participative leadership relies on multiple resources for leadership and the flexibility of

leadership boundaries. Participative leadership promotes community engagement by encouraging

inclusion of context and reciprocity. I believe that the participative leadership approach

emphasizes improved patient outcomes over bottom-line financial decisions. This leads to a

more positive perception of an organization by the community, which promotes community

engagement.

Commented [IP5]: [5] Good work in identifying your areas of
strength and areas for development. What might be some best
practices to address these areas? An example?

Were there any other leadership styles or approaches that you might
integrate into your skill set?

Commented [IP6]: [6] This is an interesting point. Why do you
believe this to be the case? This would be a good place to use the
literature to support this statement.

Commented [IP7]: [7] This is an important point related to
community engagement. What might be an example of this in
practice?

4

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The success of participative leadership depends on open communication horizontally

and vertically within an organization. I find that open communication promotes healthy

forms of dissension and helps team members productively shape ideas and provide differing

points of view and unexpected solutions. Open communication is also effective at driving the

implementation of new changes as the exigency of change is more easily communicated. A

potential barrier to the effective implementation of the participative leadership approach is

the differences that can exist between professional groups and an interprofessional team.

Groups form through identification and socialization developing their own norms and

stereotypes which may lead to one professional group viewing themselves as better than

other professional groups.

Communication Best Practices

In an interprofessional setting, effective communication occurs when two or more

professions learn with, from, and about each other to improve collaboration and the quality of

outcomes. Health care providers must collaborate across clinical, administrative, and

community settings to make joint decisions, coordinate patient treatment, combine resources,

and develop common goals. Effective teams must cultivate these critical interprofessional

communication behaviors to achieve efficient, safe outcomes. Recognizing the importance of

a shared mental model for improving interprofessional communication, my organization uses

the curriculum set by the Agency for Healthcare Research and Quality (Agency for

Healthcare Research and Quality, 2015) to develop communication workshops. Some of the

best practices developed out of these workshops form the criteria listed below to evaluate the

team’s communication efficacy.

Commented [IP8]: [8] This is an important point regarding
group identification, norms, and practices. How might an effective
participative leader address these potential barriers and challenges?
What might be a best practice in this area? Could integration of
additional leadership styles be of assistance?

5

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• Communicating effectively, respectfully, and responsively with team members, patients and

their families, and health care providers outside the team

• Establishing and maintaining collaborative working relationships with patients and families

as well as with other health care providers

• Clearly understanding one’s roles and responsibilities associated with patient and family care

such as scope of practice or legal and ethical responsibilities

• Integrating the roles, responsibilities, and relationships of others within the team with one’s

own to produce better patient outcomes

• Applying patient-centric principles in all interprofessional interactions between staff as well

as leadership because they directly impact the reputation of the organization

• Contributing to the effective functioning of the team

• Managing and resolving conflicts effectively (Babiker et al., 2014)

Ethical Leadership in Professional Practice

There has been an increase in public scrutiny of the ethics of organizations since the 2008

financial crisis. This is more pressing in health care institutions, where lives are at stake. In

response, organizations have attempted to adopt ethical principles to nurture ethical work

cultures that improve the community’s trust in the organizations’ ability to operate fairly. In this

light, ethics can be described as “shared social principles of right conduct in relation to a

particular context or culture” (Swanwick & McKimm, 2017, p. 203).

An individual may find theoretical models and development programs useful for learning

how to be a leader. However, it is my belief that one must be self-reflective and commit to a

strong set of core values to be a truly ethical leader. It is incumbent on a leader to lead by

example to foster ethical behavior among members of the organization. Given the highly

Commented [IP9]: [9] Could this also applied to
employees/staff in terms of having employee/staff centric
principles?

Commented [IP10]: [10] Good summary of these best practices
as noted in the literature. Do this align with a participative style of
leadership? Why or why not?

Commented [IP11]: [11] This is a fine point in thinking about
ethical practice and leadership development. How might one’s code
of ethics be utilized in this context?

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interprofessional nature of health care work, the following are some of the principles I employ to

nurture a culture of ethical care:

• Patient-centric care must be the core principle behind every decision and planned patient

intervention. Information about the patient must be represented honestly, comprehensively,

and clearly.

• In my professional experience, it has become clear that the right expectations must be set

early for your team members to respect your efforts and for you to respect their opinions.

One must listen respectfully to the perspectives of interprofessional team members and

engage in constructive discussions to determine the best allocation of resources for better

patient outcomes.

• To be an ethical leader, one must be aware of how one reacts to others. One must treat all

team members fairly and without prejudice.

• Honesty and integrity are important virtues for an ethical leader. One must be transparent

about one’s intentions and strive to meet any commitments made. Compromising these

virtues with false or exaggerated promises or premature reassurances could jeopardize not

only patient outcomes but also one’s reputation and credibility.

• An ethical leader must remain accountable and conscientious, even in the face of distracting

new challenges, and comprehend the significance of adhering conscientiously to proper

processes (Swanwick & McKimm, 2017).

• All employees in my organization undergo biannual certifications to reinforce adherence to

the Code of Ethics and Code of Conduct for Healthcare Quality Professionals (National

Association for Healthcare Quality, n.d.).

Diversity and Inclusion in Health Care

Commented [IP12]: [12] Well stated. Can you connect this
with the work on emotional intelligence?

7

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The underrepresentation of minorities in the health care profession is a persistent

problem. Minorities are expected to comprise 50% of the population of the United States by

2050 (Nair & Adetayo, 2019). Diverse populations experience poorer health outcomes;

according to Nair and Adetayo (2019), diverse populations call for more personalized

approaches to meet their health care needs. This is especially significant for diseases that are

preventable and treatable, such as cardiovascular disease, cancer, asthma, and immunodeficiency

diseases. In an increasingly competitive health care market, providing respectful and responsive

care that is considerate of individual patient preferences, needs, and values is becoming

increasingly important for health care organizations’ survival.

When one thinks of workplace diversity, one tends to think in terms of racial or gender

diversity. However, diversity also exists in economic status, political inclination, religious beliefs

and other characteristics that that may not be obvious. In my practice, I promote a culture of

inclusion by ensuring that I spread responsibilities evenly across the organization without any

bias. This applies even to those who may not feel comfortable asking for responsibilities but are

likely to handle them if given the chance. I try to be open-minded and listen carefully to all

complaints about bias or discrimination and take a strong stance against inappropriate behavior.

It could be argued that cultural diversity in the workplace increases the tendency of

organizational staff to indulge in interpersonal conflicts because of differing opinions, thoughts,

beliefs, and traditions. I, however, believe that these differences can be the source of innovative

approaches and interventions, particularly in crisis situations. During a recent heat wave in the

Boston–Washington corridor, the emergency room in my organization was inundated with

patients, most of whom were classified as “urgent” during triage. There was a need to find ways

to tend to “urgent” cases so that they could be considered “nonurgent,” which would free up

Commented [IP13]: [13] Great point here in thinking about
diversity more holistically and broadening the perspective.

Commented [IP14]: [14] Good work in framing this as a
positive force. How does this “connect” with a participative style of
leadership? Are there any other styles that might be consistent with
this approach in thinking about diversity, inclusion and the energy
this brings to the group?

8

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clinical staff to more effectively administer to the “emergent” cases coming into the emergency

room. Members of the nursing staff at AZ Group (my employer) who hailed from Southeast

Asian countries offered innovative solutions, suggesting simple techniques for lowering the core

body temperature that were developed in their home countries, which have much hotter climates

The nursing staff took the lead in implementing these techniques, resulting in a dramatic drop in

the number of “urgent” cases. Based on this example and many others witnessed during my

professional experience, I believe that the benefits of a culturally diverse workplace far outweigh

its disadvantages.

To develop a diverse and inclusive workplace, AZ Group adheres to the National

Standards for Culturally and Linguistically Appropriate Services in Health and Health Care,

which is aligned with the U.S. Department of Health and Human Services Action Plan to Reduce

Racial and Ethnic Health Disparities (U.S. Department of Health and Human Services Office of

Minority Health, n.d.). AZ Group provides three medical education programs at the graduate

level for minorities to train the next generation of health care providers. It conducts quarterly

training sessions with leadership and team members on culturally appropriate policies and

practices. I ensure that the goals and policies followed by my team members are culturally and

linguistically appropriate and permeate throughout the organization’s planning and operations.

Scholar-Practitioners in Health Care

Scholar-practitioners form an integral part of health care, especially when developing

innovations for better patient outcomes and greater stakeholder satisfaction. Researchers and

practitioners prefer distinct roles and identities, which creates a research-to-practice gap in

conversations that deal with innovative approaches for improved patient outcomes. This means

that approaches or interventions from researchers are disseminated among practitioners without

Commented [IP15]: [15] Great example to illustrate this point
in practice

9

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much feedback about the real-world effects of the application of those approaches or

interventions. Scholar-practitioner bridges this gap by translating and interpreting new research

and theory for practitioners and highlighting practical problems to theorists and scholars.

The capacity to engage in critical thinking is an indispensable skill for scholar-

practitioners. Werner and Bleich (2017) define critical thinking as “the analytic precursor to

decision making and action taking,” which “enriches best practice organizational outcomes” (p.

9). It enables scholar-practitioners to have clear, stratified knowledge structures with associated

connections among concepts, allowing them to distill efficient and creative interpretations of

their day-to-day practices. A scholar-practitioner should be able to know, recognize, and discuss

current strategies that will lead to improved patient outcomes. A scholar-practitioner develops

this knowledge by keeping abreast of latest research, attending conferences, and engaging with

team members in scholarly discussions on how health care professionals can collaborate to create

a culture that is rich with learning opportunities and innovative intervention strategies aimed at

improving health care quality and safety.

Conclusion

Leadership in health care is multifaceted. I follow the participative leadership approach

because it gives individual members of my team the opportunity to lead, should the need arise.

Adherence to a strong set of core values is essential for a leader to foster ethical behavior among

team members in a health care organization. A leader must develop a diverse and inclusive

workplace to effectively cater to all population demographics. An effective leader must also be a

scholar-practitioner who interprets new research and theory for practitioners and highlights

practical problems to theorists and scholars, ensuring the best possible patient outcomes and

stakeholder satisfaction.

Commented [IP16]: [16] Fine work in defining the scholar
practitioner model, why it is important, and its use to promote best
practices for those served and for one’s workforce. Where do you
see yourself in taking the next steps as a scholar practitioner and
contributing to your field?

10

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References

Agency for Healthcare Research and Quality. (2015). About TeamSTEPPS.

https://www.ahrq.gov/teamstepps/about-teamstepps/index.html

Babiker, A., Husseini, M. E., Nemri, A. A., Faryh, A. A., Juryyan, N. A., Faki, M. O., Assiri, A.,

Al Saadi, M., Shaikh, F., & Zamil, F. A. (2014). Health care professional development:

Working as a team to improve patient care. Sudanese Journal of Peadiatrics, 14(2), 9–16.

https://ncbi.nlm.nih.gov/pmc/articles/PMC4949805/

National Association for Healthcare Quality. (n.d.). NAHQ Code of Ethics for Healthcare

Quality Professionals and Code of Conduct. https://nahq.org/about/code-of-ethics

Smith, T., Fowler-Davis, S., Nancarrow, S., Ariss, S. M. B., & Enderby, P. (2018). Leadership in

interprofessional health and social care teams: A literature review. Leadership in Health

Studies. https://doi.org/10.1108/LHS-06-2016-0026

Swanwick, T., & McKimm, J. (2017). ABC of clinical leadership. Wiley.

U.S. Department of Health and Human Services Office of Minority Health, (n.d.). National

Standards for Culturally and Linguistically Appropriate Services (CLAS) in health and

health care.

https://thinkculturalhealth.hhs.gov/assets/pdfs/EnhancedNationalCLASStandards.pdf

Werner, S. H., & Bleich, M. R. (2017). Critical thinking as a leadership attribute. The Journal of

Continuing Education in Nursing, 48(1), 9–11. https://doi.org/10.3928/00220124-

20170110-03

West, M., Armit, K., Lowenthal, L., Eckert, R., West, T., & Lee, A. (2015). Leadership and

leadership development in health care: The evidence base.

https://www.ahrq.gov/teamstepps/about-teamstepps/index.html

https://ncbi.nlm.nih.gov/pmc/articles/PMC4949805/

Code of Ethics

https://doi.org/10.1108/LHS-06-2016-0026

https://thinkculturalhealth.hhs.gov/assets/pdfs/EnhancedNationalCLASStandards.pdf

https://doi.org/10.3928/00220124-20170110-03

https://doi.org/10.3928/00220124-20170110-03

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https://www.kingsfund.org.uk/sites/default/files/field/field_publication_file/leadership-

leadership-development-health-care-feb-2015.pdf

https://www.kingsfund.org.uk/sites/default/files/field/field_publication_file/leadership-leadership-development-health-care-feb-2015.pdf

https://www.kingsfund.org.uk/sites/default/files/field/field_publication_file/leadership-leadership-development-health-care-feb-2015.pdf

Personal Leadership Portrait
Personal Leadership Portrait

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