NHS FPX 5004 assessment 3 Leadership and Group Collaboration

Leadership and Group Collaboration

Student Name

Capella University

NHS FPX 5004

Prof. Name

Submission Date

Leadership and Group Collaboration

November 11, 2025

Lynnette 

Lakeland Clinic 

Lakeland Medical Clinic 

Dear Lynnette, 

Successful leadership within the current health care setting, especially the involvement with complex matters such as cultural competence and trust in the community, needs a combination of compassion, forward-looking, and partnership to work with, in the case of the diversity program of Lakeland Clinic, cultural humility, active listening, emotional intelligence, and capacity to promote inclusive dialogue as the most preferable leadership qualities. All these characteristics support a leader in identifying the systemic deficits in care delivery and personnel to take responsibility in considering their assumptions and biases. Besides, an effective leader herein should be a flexible one, capable of converting community feedback into a practical organizational change, and have the desire to learn continuously about cultural norms of the people served, particularly, the Haitian people in our locality. 

Furthermore, such a leader should possess transformational attributes: influencing the employees with the shared vision of fair and caring treatment and exemplifying the ways of treating others respectfully and inclusively, according to Bhardwaj. (2022) Transformational leaders in health care environments are particularly successful in creating cultural changes because they relate the team values to the organizational missions. A leader can create an environment where employees and patients are loved, respected, and bask in the light of love through creating psychological safety in the team and encouraging open and honest discussions about diversity. It is not only necessary for the morale of the staff but also to restore the trust of the community and improve health outcomes. 

In case I needed to pick a model health care leader to lead this effort, I would like Dr. Mona Hanna-Attisha, the pediatrician who blew the whistle over the Flint water crisis. Dr. Hanna-Attisha demonstrated consistent advocacy for marginalized communities, used data to bring about changes to relationships within the system, and made her work culturally responsive and community-oriented. Her leadership was both humanistic and evidence-based and combined the insights of the evidence with those of the grassroots. Similar to her, I value listening to the voices of the community and value data not only to diagnose problems but also to develop solutions with those most impacted jointly. 

Empathic communication is one of the primary qualities that I share with Dr. Hanna-Attisha. During a previous quality improvement program at our facility, I led focus groups of non-English-speaking patients to learn about impediments to care. Similarly, to how Dr. Hanna-Attisha engaged community health workers and interpreters to confirm the realness of concerns of Flint residents, I worked with interpreters and community health workers in order to make sure that patient narratives were used directly as we designed the intervention. Nonetheless, unlike Dr. Hanna-Attisha, who was able to use a national platform and institutional support to advocate, I often have fewer resources available to me, and I need to use internalization more so than coalition-building. This has made me learn to use quiet leadership as a means of building trust by being consistent, transparent, and collaborative as opposed to authoritative. 

Being the responsible leader of this diversity project, I would use a transformational leadership style that is characterized by Pearson (2020) as the one capable of encouraging the followers to perform above average by harmonizing the personal values with the organization’s values. I would play the role of expressing a powerful vision, A clinic where every Haitian patient feels understood, respected, and welcomed the moment he or she walks in the door, and enabling individuals working in a team to play their part in achieving the vision. To track cultural competence, I would develop routines of reflective check-ins, promote the notion of shared responsibility for milestones, and reward efforts to promote cultural competence. This is in line with best practices currently being used in health care leadership, where transformational leaders are linked with higher levels of engagement of staff members and more patient satisfaction. 

In addition, I base my style on the principles of servant leadership because I focus on the needs of the team and society. This implies the proactive elimination of obstacles to effective teams (such as training deficiency or role ambiguity) and the provision of tools to help staff ensure they are able to develop cultural humility. Roberts. (2020) says that servant leaders establish trust through leading second and first listening. That, in this project, would translate to holding listening sessions with the leaders of the Haitian communities before writing any recommendations, such that our solutions would be informed by the communities, rather than being foisted on the communities by the institutions. 

I would also set up some organizational communication guidelines and decision-making that is inclusive to ensure proper interaction within our interdisciplinary committee of clinicians, interpreters, HR reps, community liaisons, and administrators. The transparent file sharing, asynchronous updates, and meeting documentation would be done on a shared digital platform (e.g., Microsoft Teams or Slack). The frequent virtual and face-to-face sessions would be based on an agenda that would be developed jointly by the team members, and the facilitation responsibility would be rotated to promote collaborative leadership. 

The responsibility would be ensured by assigning clearly defined roles, on the basis of a RACI matrix (Responsible, Accountable, Consulted, Informed), as well as regularly updating the monitoring of progress, on a bi-weekly basis, depending on SMART goals. To encourage exchange of ideas, I would use methods like the nominal group process and plus-delta feedback to ensure that I am hearing from everyone to be heard, including the quieter or junior employees. Moreover, I would include the cultural competency training into the norms of the team since the first day, which would be based on such frameworks as the National CLAS Standards, which highlight the significance of equitable and culturally competent care. These practices make us a collaborative ecosystem that reflects the culture of inclusivity we are trying to promote throughout the clinic by integrating them as part of our work process. 

Sincerely, 

Student Name