NHS FPX 5004 Assessment 2 Leadership and Group Collaboration

Name

Capella university

NHS-FPX 5004 Communication, Collaboration, and Case Analysis for Master’s Learners

Prof. Name

Date

NHS FPX 5004 Assessment 2 Leadership and Group Collaboration

Lynnette

Lakeland Medical Clinic

I am privileged to be assigned to direct an important initiative at Lakeland Medical Clinic. This project addresses a critical concern highlighted by our recent employee survey: the requirements to improve diversity and cultural sensitivity in our organization. In particular, our aim is to have more effective and trusting relationships with the largely Haitian community we are working with by preparing our personnel for effective and culturally sensitive interactions with clients. This letter describes the leadership approach I will use to steer this effort and the collaboration promotion techniques for the multi-disciplinary team.

Effective leadership in addressing diversity issues requires harmony, appreciable cultural diversity, and collaborative culture. Firstly, cultural sensitivity can be defined as the individual’s capability to discern and interpret cultural variances and to act competently across different cultures (Nosratabadi et al., 2020). Such leaders create an environment that ensures that everyone in the teams feels safe to engage in any activity.

NHS FPX 5004 Assessment 2 Leadership and Group Collaboration

Since the clientele base of this project is mainly from Haiti, this quality is very important to our project. The other relevant quality is transformational leadership, where a leader must transform people to have a common purpose of providing care while recognizing the employees’ concerns and suggestions. In this approach, group members are motivated to be innovative, and individuals are valued by the organization, which has been shown to lead to performance and satisfaction increases (Khan et al., 2020). This is good for increasing collaboration among the members of the interdisciplinary team.

Lastly, emotional intelligence (EI) is critical. EI enables leaders to understand the needs of their employees, manage conflicts, and create a healthy organizational climate (Maldonado & Márquez, 2020). Emotionally intelligent leaders create solid and coherent teams, which is the best way to manage sophisticated processes, including diversity. These qualities are specifically suitable for our project to encourage teams to become diverse-sensitive and collaborative. Through these qualities, we can develop strategies that will address cultural differences that affect the Haitian community’s trust in the healthcare system. 

NHS FPX 5004 Assessment 2 Leadership and Group Collaboration

The leader that I would like to compare my leadership skills is Dr. Anthony Stephen Fauci, a prominent figure in public health known for his role as Director of the National Institute of Allergy and Infectious Diseases (NIAID). He managed a broad research portfolio encompassing basic and applied studies to prevent, diagnose, and treat known infectious diseases (NIAID, n.d.). Dr. Fauci is characterized by his resilience, adaptability, and unwavering commitment to science and public health. His leadership during the COVID-19 pandemic demonstrated his ability to communicate complex scientific information clearly and effectively.

We have similar leadership qualities, such as Dr. Fauci, and I emphasize the importance of evidence-based decision-making. Like Dr. Fauci, I will rely on data and research to guide this project and make decisions supported by the best evidence, particularly related to diversity and inclusion of patients. However, key differences include his collaborative approach, while my leadership style is more team-oriented and empathetic. While I value collaboration, I often focus on nurturing individual team members’ strengths and fostering a supportive environment.

For instance, I will prioritize open communication and active listening in my practice, ensuring everyone feels heard and valued. Another key difference lies in our approaches to public engagement. At the same time, Dr. Fauci frequently addresses the media and public; I prefer more intimate settings, working directly with teams to implement changes. This difference highlights that my focus during this project will be developing personal connections with healthcare professionals to influence their culturally competent behaviors. Both leadership styles contribute uniquely to effective healthcare delivery, balancing scientific integrity with personal engagement.

NHS FPX 5004 Assessment 2 Leadership and Group Collaboration

I will adopt approaches based on the Transformational Leadership Model during this project. This model emphasizes inspiring and motivating team members to achieve a shared vision while fostering personal and professional growth. Khan et al. (2020) describe transformational leaders as those who drive change by encouraging innovation, demonstrating empathy, and building trust. These qualities are essential for improving cultural competence and inclusivity. As the project leader, my approaches will be as follows: 

1. Lead by Example: Cultural sensitivity has to be exhibited persistently to ensure that other team members develop an interest in including cultural aspects in their engagements. This approach corresponds with the work of Korkmaz et al. (2022), who state that leaders with integrity and support diversity ensure that their members perform adequately to display these values.
2. Inspirational Motivation: According to this perspective, transformational leaders communicate an inspiring vision and encourage employees (Khan et al., 2020). With this approach, I can explain to the project stakeholders the project’s relevance by explaining how increasing cultural competence will benefit our patients and society. To ensure commitment within the technical team, I will make the team focus on the project’s goals by relating success stories and highlighting achievements made on the project.

NHS FPX 5004 Assessment 2 Leadership and Group Collaboration

While leadership qualities and approaches are essential, effective team collaboration is equally important to a project’s success. Therefore, I will use crucial strategies such as structured team meetings, shared decision-making models, and communication technologies to enhance team member cooperation. Firstly, I will arrange regular meetings where each employee can express an opinion and make some decisions. Studies show that more frequent meetings enhance the flow of communication among workers (Musheke & Phiri, 2021).

Concerning this project, these sessions will enable the cross-sectional team to discuss potential issues, develop solutions for cultural sensitivity, and discuss progress in creating a culturally sensitive clinic environment. Secondly, decision-making in a democratic manner will involve the team members in decision making processes through consensus. This framework requires decentralization of voting rights and encouraging discussions before arriving at the conclusions. Charles et al. (2021) also state that engaging everyone enhances people’s commitment to the project objectives.

NHS FPX 5004 Assessment 2 Leadership and Group Collaboration

This approach guarantees that a broad range of clinical and community experience is included in developing sound strategies for closing the cultural gap with the Haitian community in the context of our project. Finally, I will integrate different applications like Slack, Microsoft Teams, etc., for better communication. These tools also improve interactions as they provide other people a means to work together and stay updated wherever they are. Research by Alam et al. (2024) agrees that the efficient use of technology to communicate promotes teamwork in health organizations. In this case, we can use these platforms to effectively disseminate cultural competency resources, coordinate work, and monitor progress with the team.

In conclusion, I am committed to leading this diversity initiative, focusing on cultural competence and collaboration. We can drive meaningful change through a transformational leadership style and innovative approaches. This project will strengthen our connection with the Haitian community and foster a more inclusive work environment. I look forward to collaborating with our interdisciplinary team to achieve positive outcomes.

Thank you

Your Name. 

References

Alam, T., Pardee, M., Ammerman, B., Eagle, M., Shakoor, K., & Jones, H. (2024). Using digital communication tools to improve interprofessional collaboration and satisfaction in a student-run free clinic. Journal of the American Association of Nurse Practitioners. https://doi.org/10.1097/jxx.0000000000001053 

Charles, M. I., Francis, F., & Zirra, C. T. O. (2021). Effect of employee involvement in decision making and organization productivity. Archives of Business Research, 9(3), 28–34. https://doi.org/10.14738/abr.93.9848 

Khan, H., Rehmat, M., Butt, T. H., Farooqi, S., & Asim, J. (2020). Impact of transformational leadership on work performance, burnout, and social loafing: A mediation model. Future Business Journal, 6(1), 1–13. https://doi.org/10.1186/s43093-020-00043-8 

Korkmaz, A. V., van Engen, M. L., Knappert, L., & Schalk, R. (2022). About and beyond leading uniqueness and belongingness: A systematic review of inclusive leadership research. Human Resource Management Review, 32(4), 100894. Science Direct. https://doi.org/10.1016/j.hrmr.2022.100894 

NHS FPX 5004 Assessment 2 Leadership and Group Collaboration

Maldonado, I. C., & Márquez, M.-D. B. (2023). Emotional intelligence, leadership, and work teams: A hybrid literature review. Heliyon, 9(10). https://doi.org/10.1016/j.heliyon.2023.e20356 

Musheke, M. M., & Phiri, J. (2021). The effects of effective communication on organizational performance based on the systems theory. Open Journal of Business and Management, 9(2), 659–671. https://doi.org/10.4236/ojbm.2021.92034 

NIAID. (n.d.). Anthony S. Fauci, M.D. Www.niaid.nih.gov. https://www.niaid.nih.gov/about/anthony-s-fauci-md 

Nosratabadi, S., Bahrami, P., Palouzian, K., & Mosavi, A. (2020). Leader cultural intelligence and organizational performance. Cogent Business & Management, 7(1), 1–17. Tandfonline. https://doi.org/10.1080/23311975.2020.1809310