NHS FPX 5004 Assessment 3 Leadership and Group Collaboration

March 2025

Lynnette

Lakeland Medical Clinic

Dear Lynnette,

Introduction

I am happy to contribute my leadership style to the Lakeland Medical Clinic diversity enhancement program. This requires efficient leadership to succeed at the construction and management of diverse teams and the overall provision of quantifiable results (Agyabeng, 2025). As we are a healthcare facility that has now established a diversity committee, and I will be heading the project, I will use a collaborative leadership style to guide the 4-5 healthcare professionals.

Leadership Model and Approach

It is a leadership model that is based on the necessity to involve the creation of a friendly and trusting atmosphere, co-create a common cause, practice open discussion, and empower shared ownership (Modha, 2021). Such values are naturally aligned with the efforts of a diversity committee, where consensus-making and shared professionalism are the two most crucial variables to introduce a sustainable change.

• Healthcare Leader Comparison: Dr. Atul Gawande

The chosen healthcare leader that I have decided to compare my leadership style with is Dr. Atul Gawande. Dr. Gawande is one of the brightest examples of Transformational Healthcare Leadership, being a successful surgeon and writer (University of Nairobi, 2023). His career demonstrates how efficient strategic vision, along with unrelenting adherence to excellence, can be to entire healthcare systems. Dr. Gawande succeeded in making surgical complications worldwide dramatically lower by promoting the use of surgical safety checklists (Join the Collective, 2023).

The strategy of Dr. Gawande can teach future healthcare leaders a lot, especially to focus on the right preparation and demonstrate that even a minor and well-considered change can result in a massive turnaround. The spirit of empathy and frontline work that concentrates on the voices of the people directly involved in patient care is what Gawande and I share in common (Join the Collective, 2023).

Practical Leadership Experience

During my practice with hospice nursing, families struggling with end-of-life decisions would request me to sit with them and talk with them over an extended period, covering their system of values and their fears, which is also similar to the Gawande practice. When developing the fall prevention activities within the long-term care context, I restructured the safety meetings by beginning with certified nursing assistants and their experience-related narratives in establishing psychological safety in line with the introduction of the Surgical Safety Checklist program where Gawande engaged directly with surgical crews in eight countries and tailored the tool based on the feedback on the ground (Blanco et al., 2025).

We, however, have some major points of difference in our leadership styles. The leadership approach of Gawande aims at swift action, which is informed by the application of evidence-based practices within a limited amount of time, and my leadership approach is founded on collaborative and strategic consensus-making in the long term. When it came to medication errors in an outpatient clinic, I was involved in the organization of the team meetings over a period of three months to facilitate a buy-in of the stakeholders to the implementation of the changes. The two practices work in several circumstances.

• Collaborative Leadership in the Diversity Committee

Introducing the diversity committee to the concept of collaborative leadership, I will lay a heavy stress on the elements of Psychological Safety in Teams, shared vision development, fair participation, and joint ownership (Ito et al., 2022). In our first meeting, the team will be directed by me on the co-creation of the team charter by asking the team, how do we want to appear in front of each other? Well, what is the appearance of safety here? We will develop standards regarding active listening and constructive disagreement in the course of this.

This approach will build trust since it is an indication that the team and not a leader will be the foundation of our working relationship. As part of creating a shared vision, in the future, to develop our common vision, I will lead a process of future-backwards whereby the members will describe what they think success will look like a year later, and then each of them will tell their vision individually after which we will synthesize similar themes of what we want to achieve through a facilitated discussion (Bax et al., 2021).

This will ensure the genuine common desire rather than adhering to my agenda. To allow participation of the participants equally, as well as to prevent the dominance of the voices of the more talkative members, I will use the round-robin facilitation, which is when all the members express their opinions until the discussion becomes free-flowing (Voltage Control, 2024).

Conflict Resolution and Shared Ownership

Whenever there are conflicts, I rephrase them as group problems by asking, what can we do so we can get solutions that will not offend either group? Towards shared ownership, the team members will identify their respective strengths and individually decide who is better suited to lead different initiatives based on their expertise and interest in them, to make everyone a peer in charge of each other instead of them being the boss (Nebeker et al., 2020).

Team Charter and Goal Setting

I will also be employing two cooperative strategies with the committee. During our first session, we will develop a team charter together, which will entail defining our mission, goals, roles, and the ground rules of our communication, while keeping in mind the importance of Cultural Competency in Healthcare. To direct the team, I will ask questions on the following: What are our team objectives, what are the consequences we want to accomplish, what we bring into the team, how we are going to make decisions, and how we manage conflicts.

All members will take time to think individually (lasting five minutes), and express themselves in a round-robin manner as I record notes and find recurring themes, compromising where differences exist until we find a compromise (e.g., how often we should meet). Second, once we have a mission statement, which should be the charter, I will help us to set goals and objective key results using SMART Goal Setting in Healthcare, ensuring they are specific, measurable, achievable, relevant, and time-bound (Yanamadala & Weiss, 2022).

Evidence-Based Strategies for Effective Committees

There are several evidence-based strategies that will be embraced by the project leader to enhance the effectiveness of committees. The initial steps will be the development of clear communication principles and the selection of the relevant technological resources needed to make the free flow of information between the representatives of interdisciplinary teams possible, fostering effective Interdisciplinary Team Collaboration. It will be characterized by an introduction to an integrated model of governance according to which decisions will be decentralized by paying attention to the knowledge of the individual rather than to the hierarchical status (Chen & Zhang, 2022).

The shared digital room and asynchronous communication will be offered through the scheduled online meetings that entail secure platforms. A RACI system will enable the leader to clarify roles and minimize instances of overlapping responsibilities through specifying roles, duties, consultations, and information custodians with respect to every action (Lee et al., 2021).

Two or three of the most significant goals, including the one focused on enhancing cultural competence among the clinical staff, will be co-defined, and the key outcomes of quantifiable objectives will be formulated, including the percentage of the staff undergoing cultural competency training will be raised to 85 percent by the end of the fourth quarter of 2025, as compared to the current level of 40 percent.

On both of the objectives, I will guide the team with questions, and our goals will meet the SMART requirements: How will we know we have achieved it? What is it in reality that we can do with what we have? How does it relate to our mission? We will then develop a team action tracker, such as a Google spreadsheet, whereby the key results will have assigned team members, status indications, an action plan, and monthly progress reports (Rebman et al., 2023).

Accountability and Performance Tracking

To ensure accountability of my peers, we will spend ten minutes at the start of each monthly meeting to review our tracker together, and I will also hold my fellow team members accountable by asking them about their status, the difficulties they are facing, and how they can support each other, rather than evaluating their achievement personally. These teamwork strategies qualify me as a driver of group processes who facilitates and empowers the team’s potential rather than dictating work or controlling a committee, which shows that I am a driver of group action.

Conclusion

With our shared strategies of leading, we could have a strong and innovative team that will take care of the issue of diversity in Lakeland Clinic effectively. I would be glad to explain the strategies to you and the management team of the clinic as we are about to engage in a major initiative. You can ask for any clarification or information that you need.

Sincerely,

Diamond

Related Free Assessments for NHS-FPX5004

NHS FPX 5004 Assessment 1

NHS FPX 5004 Assessment 2

Struggling with NHS FPX 5004 Assessment 3? Get expert step-by-step guidance from Tutors Academy today!