MHA FPX 5020 Assessment 5 NCHL Leadership Self-Assessment, Reflection, and Personal Development Plan
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Capella University
MHA-FPX5020: Capstone Data Analysis Proposal Assignment
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NCHL Leadership Self-Assessment, Reflection, and Personal Development Plan
Indeed, the changes that healthcare organizations require are dynamic and so are the standards that they are supposed to meet, and this in the process will require changes to leaders’ competences, which they have to equip themselves with an interpretative lens to accomplish all along. This is a self-reflection conducted to assess oneself in terms of self-development based on the competencies gained in the Master’s in Health Administration (MHA) program and reported in a STAR format describing snapshots of leadership behavior (Patnaik et al., 2025). The evaluation will also involve reflective analysis of the experience of the capstone project through data analysis, which provides the opportunity to use evidence-based decision-making and analytical competencies to solve medication reconciliation problems. Such holistic analysis and development of SMART goals within this evaluation is what lays the foundation for continued professional development and the trajectory of oneωσε’ career into leadership in healthcare.
STAR Competency Rating Table
Competency | Rating (1-9) | Situation | Task | Action | Result (1-5) | Outcome Rating (1-5) |
Accountability: Confront performance problems | Baseline = 4 | In the capstone project, found deficits in medication reconciliation adherence of nursing personnel. | Intervention in cases where medication reconciliation is not done in accordance with the policy, without discouraging colleagues. | Had individual meetings with employees on a regular basis, gave productive feedback, offered supplementary training materials, and set performance standards. | 5 | 4 |
Achievement Orientation: Set and work to meet challenging goals | Baseline = 5 | Dedicated to finishing a full data analysis capstone project in a 10-week period, working on a full-time basis. | Successfully complete all five capstone assessments in due time with high-quality and evidence-based recommendations. | Planned project schedule in detail with weekly reports, allocated particular study time, and used time management software. | 4 | 5 |
Change Leadership: Challenge the status quo | Baseline = 3 | Determined that the existing medication handoff process was not standardized and resulted in the presence of 39.1% discrepancy rate. | Recommend evidence-based interventions to enhance medication reconciliation activities to minimise errors. | Carried out the literature review, examined the results of various studies, and worked out the recommendations on the pharmacist-led interventions and standardized protocols. | 4 | 5 |
Collaboration: Encourage others | Baseline = 5 | Collaborated with members of the interdisciplinary team in the literature review and data analysis stages of the capstone. | Encourage teamwork in terms of medication safety among nurses, pharmacists, and physicians. | Guided dialogues with medical workers included different points of view and recognized team input. | 5 | 4 |
Financial Skills: Evaluate financial analyses and investments | Baseline = 4 | Cost implications of medication error are analyzed in terms of length of stay in the hospital and healthcare spending. | Assess the cost implications of medication errors and the cost-efficiency of suggested strategies. | Studied WHO statistics estimating the world cost at $42 billion per year, and computed the possible savings in case of error reduction. | 5 | 4 |
Impact and Influence: Use indirect influence | Baseline = 4 | Had to enlist medication reconciliation recommendation buy-in among various stakeholder groups. | Awareness of proposed interventions without having official control over them. | Evidence-based data used, references to trustful source, proved cost-benefit analysis, recommendations in accordance with organizational priorities. | 3 | 4 |
Information Seeking: Conduct research to maintain knowledge | Baseline = 5 | Necessary existing information about medication reconciliation best practices to include in the capstone literature review. | Name and summarize 12 or more reputable, peer-reviewed sources within the last 3 years. | Systematic database searches assessed the credibility of sources, summarized the essential results, and synthesized materials. | 4 | 5 |
Initiative: Take action on long-term opportunities | Baseline = 4 | Known to have acquired skills in the area of healthcare quality improvement and patient safety. | Earn an MHA degree in order to develop career prospects in healthcare leadership and administration. | Participated in the MHA program, had steady academic performance, capstone project on a healthcare issue of practical concern. | 5 | 5 |
Innovative Thinking: Apply “tried and true” concepts or trends | Baseline = 4 | Delved into how the known models of medication reconciliation can be modified to minimize errors. | Translated the WHO High5s medication reconciliation model and SBAR communication protocol to the local context. | Evidence-based frameworks researched, successful implementation strategies found, and altered recommendations to meet organizational needs. | 5 | 4 |
Interpersonal Understanding: Commit to understanding others | Baseline = 5 | Qualitative research was analyzed in terms of perceptions of medication reconciliation roles and barriers by nurses. | Gather insights from various healthcare practitioners on medication reconciliation roles. | Latimer’s study on nurse perspectives reviewed qualitative data, which has been regarded as barriers such as inadequate training. | 5 | 4 |
Organizational Awareness: Adapt actions to climate and culture | Baseline = 4 | Known that the implementation of medication reconciliation needs organizational culture and interprofessional dynamics to be taken into account. | Formulate recommendations taking into consideration organizational preparedness and professional association. | Implemented a gradual implementation plan, strong emphasis on supportive leadership, and solved the problem of weekend staffing. | 4 | 4 |
Performance Measurement: Monitor a “scorecard” of quantitative and qualitative measures | Baseline = 4 | Had to determine measures of medication reconciliation effectiveness and improvement. | Determine the right quantitative indicators to measure medication safety and the accuracy of medication reconciliation. | Chosen specific measures: percentage of accidental discrepancies, compliance with protocols, and percentage of staff trained. | 5 | 5 |
Process Management & Organizational Design: Benchmark best processes and practices | Baseline = 3 | Researched the best practices in medication reconciliation in various health care environments and nations. | Compare Ethiopian, Jordanian, and Australian medication reconciliation procedures. | Examined three sets of data from various healthcare systems, determined the common success factors, and benchmarked the performance rates. | 3 | 4 |
Project Management: Provide project oversight and sponsorship | Baseline = 4 | Supervised a capstone project that had numerous evaluations, data analysis, a literature review, and a presentation. | Coordination of all project components, project timeline, quality assurance, and compliance with academic standards. | Developed a project plan with milestones, weekly progress follow-ups, a time budget for each element, and presented all the work on schedule. | 4 | 5 |
Self-Confidence: Take on challenges | Baseline = 5 | Completing a complicated capstone project based on the analysis of a complex healthcare issue that needed critical analytical and presentation abilities. | Conduct a thorough, rigorous data analysis project even with minimal background training in formal research methodology. | Attacked the project in a systematic manner, consulted when necessary, continued despite difficulties, and believed in learning capability. | 5 | 5 |
Self-Development: Pursue long-term personal development | Baseline = 5 | Will engage in lifelong learning throughout the MHA program and beyond to be updated in the field of healthcare leadership. | Grow healthcare leadership capacities by pursuing academic courses, putting them into practice, and reflecting on them. | Engaged in coursework, all program assessments completed, engaged in other learning on patient safety. | 4 | 5 |
Strategic Orientation: Conduct environmental scanning | Baseline = 3 | Assessed external influences on medication safety, such as WHO programs, Joint Commission regulations, and international tendencies. | Determine external pressures and trends that will affect medication reconciliation practice and patient safety priorities. | The WHO Medication Without Harm initiative was reviewed, and the AHRQ guidelines were also reviewed. The global medication errors statistics were also reviewed. | 4 | 4 |
Team Leadership: Demonstrate leadership | Baseline = 4 | Led a capstone project that involved research, analysis, and communication of findings to the various audiences through coordination. | Lead through successful management of projects, interaction with stakeholders, and recommendations based on evidence. | Research was structured and systematic, prepared understandable presentations, presented research results, and recommended practical solutions. | 4 | 5 |
Communication Skills: Communicate in a clear, logical, and grammatical manner | Baseline = 6 | Written capstone assessment and video presentation with the need to use clear, professional, and APA-like communication. | Effectively convey complicated healthcare information, analysis, and suggestions to academic and professional audiences. | Written reports were well structured, data visualizations were prepared, and professional presentation materials were prepared. | 3 | 5 |
Part 2: Reflection
Last but not least, I’ve gained a bit of experience in relation to my leadership skills because of the capstone project completion, particularly in areas of analytical thinking, project management, and evidence-based decision-making. Moreover, I got to know that I am good at synthesising complicated information using various sources and transforming the data obtained during research into practices that can be used to improve healthcare. The most challenging aspect was to cope with the scope of the data analysis as a whole and be academically specific, and deadlines, which improved my organizational skills and time management. What has encouraged me to be a better team leader is the only one, my MHA program instructor, who was never shy to critically criticize me, yet one who was also capable of thinking independently and analyzing the problems. They were inspirational, supportive, and held themselves to account at the same time; they were interested in students’ success and set a good example of how to evidence-basedly solve healthcare problems. This practice was an example of “Active listening”, “Empowering others, “Encouraging intellectual development”, and “High standards,” which are part of the qualities of transformational leadership (Singh and Singh, 2025). Since this was my capstone experience, I am now confident to apply my skills to plan and implement quality improvement initiatives guided by data and communicate with the various stakeholders in healthcare.
Part 3: Personal Development Plan – Smart Goals
SMART Goal 1- Organizational Climate: Organizational Climate: The next year I will create and implement a quarterly employee reward and feedback in my healthcare organization where the workers are rewarded based on their contribution to medication safety based on conducting the bi-annual worker engagement and involvement survey (WEIS) and the scores on how valued, supported, and heard the leadership is, will increase by at least 25 percent in the next year.
SMART Goal 2 – Change Leadership & Implementation: Change Leadership & Implementation: I will create an interprofessional force of 8-10 individuals (nurses, pharmacists, physicians); I will educate 100% of clinical personnel; I will make sure that 85% of clinical personnel will follow the use of standard medication reconciliation by the year 2026, according to monthly audits.
SMART Goal 3 – Professional Development & Strategic Thinking: Another goal that I will achieve in the next 18 months is the healthcare quality improvement certification (Lean Six Sigma Green Belt or IHI Patient Safety Certificate) and implement acquired methodologies in my organization by leading at least two quality improvement projects during the time frame, which will demonstrate improved analytical skills and strategic problem-solving abilities through the documented project performance and stakeholder satisfaction (Sharma, 2025).
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References For
MHA FPX 5020 Assessment 5
Patnaik, S. K., Sahran, D., Jithesh, V., Garg, N., Misra, A., Mishra, S., Kumar, V., & Shukla, S. (2025). Competency assessment of healthcare leaders. Journal of Marine Medical Society. https://doi.org/10.4103/jmms.jmms_51_25
Sharma, S. (2025). Quality improvement models. Quality Demystified, 207–242. https://doi.org/10.1007/978-981-95-0339-1_12
Singh, A., & Singh, D. S. (2025). Elevating leadership success: The long-term benefits of emotional intelligence. International Journal of Interdisciplinary Approaches in Psychology, 3(1), 75–91. https://www.psychopediajournals.com/index.php/ijiap/article/view/750
Capella professors to choose from for MHA-FPX5020
- Lisa Kreeger.
- Bradly E. Roh.
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MHA FPX 5020 Assessment 5
Question 1: What is MHA FPX 5020 Assessment 5 NCHL Leadership Self-Assessment, Reflection, and Personal Development Plan?
Answer 1: MHA FPX 5020 Assessment 5 evaluates leadership self-assessment, reflection, and personal development planning.
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