MHA FPX 5001 Assessment 4 Self-Assessment of Leadership, Collaboration, and Ethics

Self-Assessment of Leadership, Collaboration, and Ethics

Student Name

Capella University

MHA-FPX5001

Professor Name

Submission Date

When you are asked to self-assess your professional actions and/or choices, you must think in terms of leadership, collaboration and ethics. Self-assessment is, in principle, an evaluation that you perform on yourself and your own practices in leadership roles, in group roles, and other roles in which you argue and position yourself on issues. The ability to self-assess is vital in the health care setting and needs to be understood by healthcare professionals.

Working in the field can be challenging when working relationships cross professional lines and can have a lot of ethical implications. Self-assessment contributes to the strengthening of professionals by allowing them to see their strengths and weaknesses and what they can and cannot do, without crossing their moral boundaries. Healthcare practitioners face ethical dilemmas on a daily basis and have to deal with complicated interprofessional relationships.

Analysis of Leadership Qualities and Actions

Transformational leadership analysis is part of an activity that allows you to assess your own actions, decisions, and approaches to a specific context. This is a self-evaluation of your leadership process in achieving your desired results – here, we are focused on achieving vision and workforce cooperation. The goal of the project was to bridge the health gap through service and education in the community.

Nurses, social workers, community volunteers, and administrative staff were among the people who worked on this project. The group’s objective was to ensure health equity for everyone, so the team needed to communicate and collaborate to address the health care systems’ complex problems. To win the stakeholders’ support for my leadership, I used the three dimensions of my transformational leadership: inspiration, intellectual stimulation, and individual consideration. I motivated my staff through observation, practicum, and the equity rule.

Stakeholders are positively engaged, their feedback is noted and used, their opinions are listened to, and an environment of psychological safety is created. Consensus-building approaches for decision-making were used, and the perspectives of the stakeholders on the strategies and actionable steps were recorded (Enang et al., 2025). This was accomplished through task distribution, ease of feedback avenues, and celebratory moments for small successes within the team. I would have liked to have taken advantage of the conflict resolution tools and have clear improvements like those of this project with my beliefs on servant leadership.

Exploring collaborative leadership and motivational techniques

To develop intentional strategies based on openness and commitment of team members to reach the team goals, then systems must be applied that involve team members in working together and in motivating each other. Leaders who wish to promote engagement can employ a wide range of engagement strategies, including recognition systems, providing opportunities for open communication in a safe and secure environment, and participatory decision-making.

If applied, these systems can help foster professional collaboration by valuing different viewpoints, building trust with others, and aligning interests and goals (Kohn, 2024). I appreciate working cooperatively in a circumstance, like the community health outreach programs, that I worked to establish collaboration for, through creating opportunities and communication.

To ensure teamwork, I organized team meetings every two weeks and invited the team members to share their understanding of the problems and successes in the meetings, and to give some ideas to enhance the team. Communication issues were solved by establishing communication ground rules focusing on respect, listening actively to others, and positive criticism. I also utilized the SBAR communication tool to ensure that all team members were able to clearly and succinctly communicate patient information.

The motivational strategies I implemented were based on the principle of “Self-Determination Theory,” which states that autonomy, competence, and relatedness are the main motivational components. In this aspect, I granted autonomy, where team members were given the freedom to develop their strategy to execute the tasks. I often provided verbal praise, written praise, and celebration of attainment of milestones at the team and individual level. In some ways, I linked what people do on a day-to-day basis with ways for health equity to happen and explained to people why they matter and what they can do.

I would have liked to have a hygiene factor as well as a motivator factor and provided my team members and my colleagues the chance to develop and grow (Hasan and Mishra, 2025). The sense of mission and teamwork was very high in the project as per the feedback received. Some members, though, said they wanted more personalised, one-on-one mentoring and that maybe I could have been more precise with my motivational process.

 Discussing ethical dilemmas in the practice of healthcare

Healthcare ethical dilemmas arise where two values or principles are in conflict, and it is difficult to choose ‘the right’ value or principle to choose. For the leader, balancing the interests of the patients, the organization, and professional interests puts the leader in the ‘grey area’, a morally ambiguous space. Ethical codes and frameworks are utilized by healthcare administrators in their practice to address problems and facilitate tough decisions that promote honest and ethical practice (Jha et al., 2025). The ethical issue I faced as a clinical coordinator was when one of the staff members was short; I had to figure out how to assign a staff member. I had one patient who was very critical, required one-on-one and the other patients did not have enough nurses.

There were opposing claims and counterclaims that the requisite was (1) best care to the patient, and (2) standard of care to the patient. I was conscious of how essential it was to work hard and focus entirely on the family and how essential it was to look after safety issues of the nursing staff around the patient. The key strategies that I utilised were to involve the nursing supervisor and evaluate the acuity of patients to provide staff deployment as per clinical needs. I used the American College of Healthcare Executives (ACHE) Code of Ethics while performing the duty of patient welfare (ACHE, n.d).

The code outlines the responsibilities that healthcare leaders have in creating safe environments for their patients. My behaviour was consistent with Provision II – to provide quality services, ensuring equity. In the process of making decisions, the four principles model by LeVitt (2014), which include autonomy, beneficence, non-maleficence and justice, was used. The decision to allocate nursing resources according to clinical need (not according to requests) was the most prominent principle: justice. The principle of beneficence was also evident, and the replacement of temporary staff for the provision of critical care to the patient was definitely an allocation of nursing resources according to the patient’s clinical needs. Safety measures taken for all other patients to ensure no harm is done in the transition of staffing were a great example of non-maleficence.

Conclusion

Self-assessment for leadership, collaboration, and ethical decision-making is crucial for continual enhancement of health care practice. From what I saw during the community health outreach leadership experience, I showed transformational leadership and collaboration skills during the stakeholder engagements I led. The ACHE code of ethics applies, and Levitt’s four principles, which are for making patient-centered decisions, bring about the ethical dilemma of the resource distribution gap. The self-evaluations suggest that there is scope for improvement in the areas of conflict management and contingency planning to deal with challenges. In health care, self-reflections by the leader can offer the opportunity to reinforce the advocacy for ethics and develop a more balanced workplace.