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NHS FPX 5004 Assessment 3 Leadership and Group Collaboration
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NHS-FPX5004 Communication, Collaboration, and Case Analysis for Master’s Learners
Professor Name
Submission Date
Leadership and Group Collaboration
November 11, 2025
Adam Hobbs
Bellevue Hospital
Bellevue Hospital Center
Dear Adam,
Effective leadership in the existing health care environment, particularly interaction with the convoluted issues like cultural competence and trust with the community, must employ a blend of empathy, prospective and collaboration to operate with. The best leadership qualities in the case of the diversity program of Lakeland Clinic are cultural humility, active listening, emotional intelligence, and ability to facilitate an inclusive conversation.
All these features assist a leader in defining the deficits in to care delivery systemically and encourage the personnel to take accountability in reflecting on their suppositions and prejudices. Other than this, a good leader in this case should be an adaptable leader who can translate the local community feedback into a feasible organizational change, and he or she has a wish to know more and more about the cultural norms of the served people, especially the Haitian people in our locality.
Moreover, this leader is to have transformational qualities: one should persuade the employees in the shared vision of the fair and caring treatment and demonstrate how one is able to treat other persons respectfully and inclusively. Bhardwaj. (2022) argues that transformational leaders are particularly efficient in bringing cultural changes to the health care setting as they align the values of the team with the missions of the organization.
The creation of psychological safety within the team and encouraging open and honest communication about diversity will help a leader create an environment in which employees and patients will feel appreciated, respected, and bathed in the light of love. Morale of the staff is not only a requirement of the is but also to regain confidence and improve health outcomes within the community.
Assuming that I had to choose a model health care leader to spearhead this endeavor, I would choose Dr. Mona Hanna-Attisha, the pediatrician who blew the whistle about the Flint water crisis. Dr. Hanna-Attisha demonstrated a steady advocacy for disadvantaged groups, used data as a means of establishing relationships with the system, and turned her work into a cultural responsiveness and community-oriented one.
Her leadership was evidence-based and humanistic and included the knowledge of the evidence, as well as the grassroots. Just like her, I believe in the importance of hearing the people in the community and consider data as a tool not only to diagnose issues but also to create solutions with the majority of those affected.
One of the greatest attributes of Dr. Hanna-Attisha that I share with her is empathic communication. In one of our quality improvement programs in the past, I facilitated non-English-speaking patient focus groups to get to know the barriers to care. Equally, just as Dr. Hanna-Attisha employed community health workers and interpreters in order to ensure that the complaints of the Flint residents were genuine, I did the same by involving interpreters and community health workers to ensure that patient stories were applied as such during intervention design.
However, in comparison with Dr. Hanna-Attisha, who had the means of advocacy through a national platform and an institutional position, I often do not have the resources at my disposal, and I am often compelled to internalize instead of coalition-building. This has seen me also learn how to apply quiet leadership as a way of gaining trust through consistency, transparency, and collaboration instead of authority.
| Leadership Approach | Description / Implementation |
|---|---|
| Transformational Leadership | As the responsible leader of this diversity project, I would employ a transformational leadership style, which Pearson (2020) describes as the one that would ensure that the followers produce above-average performance by aligning the personal values with the organizational ones. I would act as a spokesperson of a strong vision, A clinic where every Haitian patient feels understood, respected, and welcomed the moment he or she walks in the door, and empower people who work in a team to play their roles in reaching the vision. To track cultural competence, I would develop routines, reflective check-ins, advance the concept of shared responsibility of milestones, and reward actions that encourage cultural competence. This follows the best practices in health care leadership of today, whereby transformational leaders have been found to relate to higher staff involvement and higher patient satisfaction. |
| Servant Leadership | Additionally, I would base my style on the principles of servant leadership since I would prioritize the needs of the team and society. Its connotation is the active removal of barriers to successful teams (including lack of training or job description) and the availability of resources to assist employees to make sure that they can acquire cultural humility. According to Roberts. (2020), servant leaders develop trust by means of leading second and first listening. In this project, which would be in the form of conducting listening sessions with the leaders of the Haitian communities before we write any recommendations, so that our solutions would be informed by the communities rather than being imposed by the institutions. |
| Organizational Communication & Decision-Making | I would also have organizational communication rules and decision-making that is participatory to ensure that there is appropriate interaction in our interdisciplinary team of clinicians, interpreters, HR representatives, community liaisons, and administrators. The occasional, transparent file-sharing and documentation of the meetings would be held on a common digital platform (e.g., Microsoft Teams or Slack). The virtual and face-to-face meetings would be held frequently and would be guided by an agenda that would be formulated by the team members, and the facilitation would be shared to facilitate collaborative leadership. |
The accountability would be guaranteed through the determination of roles, which are based on a RACI matrix (Responsible, Accountable, Consulted, Informed) and periodic progress monitoring, which would be carried out bi-weekly, as per SMART targets. To facilitate the flow of ideas, I would employ such techniques as nominal group process and plus-delta feedback to ensure that no one is left without being heard, even the quieter or the junior employees.
In addition, I would integrate the cultural competency training into the team norms because the first day would be grounded in such frameworks as the National CLAS Standards that promote the importance of equitable and culturally competent care. These practices enable us to be a collaborative ecosystem, which represents the culture of inclusivity we are attempting to develop across the entire clinic by incorporating them into our work process.
Sincerely,
Carrie CG
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References for NHS FPX 5004 Assessment 3
Bhardwaj, A. (2022). Journal of Healthcare Leadership, 14(14), 25–30. https://doi.org/10.2147/jhl.s358414
Roberts, G. (2020). New Horizons in Positive Leadership and Change, 16(8), 33–64. https://doi.org/10.1007/978-3-030-38129-5_3
Related Sample for NHS-FPX5004 Communication, Collaboration, and Case Analysis for Master’s Learners:
NHS FPX 5004 Assessment 2
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