NURS FPX 4005 Assessment 1 Collaboration and Leadership Reflection

NURS FPX 4005 Assessment 1

Collaboration and Leadership Reflection

Student name

Capella University

FPX 4005 A1

Professor’s Name

Submission Date

Collaboration and Leadership Reflection

To achieve effective healthcare delivery, leadership and working together, founded on mutual respect, making decisions jointly, and holding each other accountable are fundamental. An intervention that can be incorporated into the nursing practice to enable nurses to provide holistic care to patients and enhance the outcomes of the system is interprofessional collaboration (Dilles et al., 2021). As a transformational leader in the nursing field, I would consider empowerment, communication, and vision-focused collaborative work, which would assist all the team members to pull towards the common goal of improved patient outcomes. The leadership paradigm will enable me to motivate peers, promote open communication, and ensure that knowledge of every professional will be recognized and utilized. Particularly, problem-solving orientation is a type of transformational leadership that can be applied successfully to interdisciplinary teams since it helps to coordinate and collaborate the work of different professional functions. The paper talks of the significance of teamwork and leadership in healthcare, with specific emphasis placed on the role that teamwork can play in assisting to obtain the most favorable patient outcomes and professional growth.

• Experience in Interdisciplinary Collaboration.

One occasion, I was working with a patient-based case of a patient with uncontrolled diabetes whose blood sugar and blood pressure were not controlled. The two conditions are typically mutually reinforcing, as hypertension is typically comorbid with diabetes and has a significant chance of developing cardiovascular complications and destroying organs in the absence of proper treatment (Moke et al., 2023). The healthcare team included a nurse, a physician, pharmacist, dietician, and a social worker whose expertise and abilities were specialized. The medical care was given by the doctor, medication was given by the pharmacist, a personalized diet was given by the dietitian, and the agreement on the psychosocial and discharge requirements of the patient was made with the social worker. The effect of these synergies provided an overall care plan, which encompassed the physical and emotional well-being of the patient.

This collaboration was very effective in the realization of holistic and patient based care. The practices and methodology of holding frequent team huddles, communication, and teamwork in the form of shared documentation via the electronic health record (EHR) kept all professionals informed and aligned. Such an organization assisted in raising the quality of the decision-making process and minimizing the possibility of duplicated work. The nurse was in the middle position due to the possibility to enable the communication of the team members and explaining to each other what the patient required, or solidify the aims of treatment (Kwame & Petrucka, 2021). The collaborative arrangement between the team therefore improved continuity of care and also allowed the patient to have an active role in his self-management plan.

Despite the success of the cooperation of the team, there were some barriers in the simulation. At one point, the pharmacist and the nurse had a communication breakdown, which implied that the medication changes could not be executed in time, hence affecting the continuity of treatment. Furthermore, hierarchical forces at times helped to limit the input of some of the team members, particularly when the contributions of the physician dwarfed those of the other team members. These examples revealed that the inability to communicate regularly and involve each other can disrupt the working process and create some small inefficiencies (Khatri et al., 2023). These challenges have shown the importance of leadership in facilitating equality and coordination within interprofessional teams.

The application of the principles of transformational leadership was worthwhile in issues of surmounting these issues and restoring the team to track. The nurse leader encouraged free interaction, valued the input of each professional, and created a shared vision of patient-centered care. The leader could limit inclusivity, mutual respect, and empowerment, as a result of which each member felt significant and heard (Wojciechowski, 2025). This environment made them creative and more confident in the areas. At some point, there was an improvement in the team building and communication that led to a better outcome of care and the process of delivering care in an efficient and collaborative manner that is aimed at the overall well-being of the patient.

Effective vs. Ineffective Leadership

Effective interprofessional collaboration is a matter of leadership, which is founded on communication competencies, emotional awareness, and a shared vision of patient-centered care (McNulty and Politis, 2023). Transformational leadership in this case was done through listening to team members and recognizing their contribution, and encouraging them to talk. Empowerment of the individual professionals to present ideas based on their professionalism and this aspect also enabled the team to make informed clinical decisions, which relied on the nurse leader encouraging the team to work together. The leadership style ensured trust and accountability to an extent that every member felt valued and motivated to work hard and make contributions to ensure the achievement of positive patient outcomes.

On the other hand, leadership was not so good as non-physician team members were not allowed to participate due to hierarchical attitudes. The prevalence of the physician in a dialogue even deterred the innovative approach to problem-solving and lowered the effectiveness of the team communication (Rabkin and Frein, 2021). Such an imbalance underscores the fact that interprofessional relationships can be crippled, and Delays interventions by autocratic styles of leadership. Conversely, the application of transformational principles enabled inclusiveness, equal participation, and overall quality cooperation. The experience made it clear that good leadership is not about authority but about the ability to unite a diverse group of professionals in the same direction due to a similar purpose of safe and patient-centered care.

Best-Practice Leadership Strategies

The best practices strategies are required to maximize successful interprofessional cooperation and patient outcomes. As has been shown, evidence-based communication techniques like Situation, Background, Assessment, Recommendation (SBAR) and interdisciplinary structured rounds may be effective to enhance clarity, coordination, as well as accountability among team members (Sherman, 2025). Huddles and electronic documentation that are to be performed regularly contribute to establishing transparency since all professionals are familiar with patient progress and treatment goals. In addition, a culture of psychological safety developed in teams will allow its members to be less afraid of expressing their issues and recommendations and, thus, addressing their problems more effectively and delivering improved clinical outcomes (Bahadurzada et al., 2024).

Professional development and training to become a leader are also applicable in keeping collaborative practice. When we stimulate nurses to be reflective and interprofessional education, teamwork and respect among nurses and other team members are increased. Through the introduction of the evidence-based leadership models, such as transformational and situational models, leaders are able to adapt to the different team dynamics and the needs of the patient (Munir, 2025). Such strategies not only enhance the quality of the communication, but also the shared responsibility and life long learning. Ultimately, the best-practice strategies permit harmonious teamwork, make clinical decision-making safe, and assist in holistic and patient-centered care.

Best-Practice Interdisciplinary Collaboration Strategies

This experience has helped me realize that I should become more of a transformational leader to enhance collaboration and communication among inter-disciplinary teams. Transformational leaders inspire others and motivate them by encouraging them to share a vision, trust, and motivate them, thus supporting the provision of coordinated patient care (Tsapnidou et al., 2024). Whereas I tend to employ the democratic leadership style, which presupposes the significance of inclusiveness and engagement in the decision-making process, I have found that I have to train my influence skills and ability to motivate the team members into achieving a common goal. I will achieve this through taking leadership development courses, soliciting the advice of experienced nurse leaders, and proactively assessing my decision-making skills in team settings by journaling. These practices will help me to become a more adaptable and motivational leader who will be able to facilitate effective collaboration and shape desirable patient outcomes.

Conclusion

Leadership and teamwork are essential for effective healthcare provision, particularly in the management of complex illnesses like diabetes and hypertension. The interdisciplinary team members will be invited to be inclusive, accountable, and respectful of one another because of the transformational and democratic leadership styles, which contribute to patient-centered and coordinated care. The case has shown that good communication and trust help to ensure that care is of high quality, and poor coordination might result in a delay of the process. I will attempt to establish a culture of collaboration whereby all the professionals can have their knowledge valued and patient outcomes can be progressively improved with the help of collaboration and evidence-based practice.

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