NURS FPX 6200 Assessment 2 Care Setting SOAR Analysis 

Care Setting SOAR Analysis

Student name

Capella University

NURS-FPX6200: Leadership for Nursing Practice

Instructor Name

Submission date

Introduction

With the help of structured analytics, healthcare organizations can help them determine the areas where they are performing well and areas where they need to improve. In this report, the discovery and dream phases of the project around appreciative inquiry (AI) were combined with the strengths, opportunities, aspirations, and results (SOAR) model into a long-term care practicum situation.

Shifting strategic planning to an organization-deficit-based approach to one grounded in developing based on what an organization is capable of today, appreciative inquiry shapes how the healthcare organization relates to enhancing performance (Johnson, 2025). The analysis outcomes will be discussed with references to the aspects of leadership competencies to be exercised with the help of these findings on the leadership structure of the care setting.

Leadership Structure and Quality and Safety Goals

The significance of leadership structure in healthcare relates to setting the quality and safety priorities and implementing them on a day-to-day basis. In long-term care, the nursing director liaises with the executive management unit and the front-line nurses and has a distinct responsibility towards the residents’ outcomes. Organizational and individual frameworks such as set-out roles of the director of nursing, and the continual learning that is readily accessible have been proven to address leadership performance in the long-term care environment (Fineczko et al., 2023). Improving this leadership channel will further improve the facility in its quest to meet its quality and safety objectives by ensuring that it becomes more aligned in its administration and the front-line staff.

Strengths

The support of organizational strengths achieved by featuring their values helps to maintain quality improvement and safety enhancement over time. Within this long-term care context, the presence of an experienced preceptor and effective nursing leadership offers hands-on mentoring as well as promoting open communication with employees. Studies have indicated that nurse leadership is positively linked to a culture of safety, higher error reporting, and positive patient experience in all care environments (Riman et al., 2022). The above organizational strengths are used to create and build an organizational culture that gets the staff to contribute through their work towards raising concerns plus towards organizational objectives.

Opportunities

By identifying the areas for improvement in an organization, its efforts to improve will better align with the mission and values set forth by the organization. The difference in needs of residents (in this case, the residents in a high acuity level) and the continued consistency of staff available to provide care, therefore limiting the continuity of safety-related practices at the facility in a long-term care setting, is one of the areas identified to observe improvements. The barriers to quality improvements in long-term care settings consistently include high-intensity work, as well as poor staffing (Thwaites, 2023). This would be enhanced further by enhancing the staffing ratio and involvement of front-line staff in decision-making on the CE model so as to align with the mission of the organization.

Aspirations

Aspirations are what an organization hopes to be in terms of quality and safety in the future. We aspire to have our care setting achieve both reduced adverse events and to have a culture of safety that promotes proactive safety practices on every shift and within each of our care teams. Resonant relationship-centred leadership and reduced fall rates and patient dissatisfaction in long-term care units have been demonstrated to have a positive relationship (Gurung & Chaudhury, 2025). One long-term goal would be strengthening our leadership through increasing their capacity to round and mentor their employees more regularly to always remind them of the value of safety as a priority.

Results

To enable quality outcomes to mean something, a leadership structure needs to be in place that can translate the data into actions that will lead to a change. By doing so, the nursing leadership will be able to review incident reports, fall rates, and resident satisfaction numbers on a regular basis to track outcomes. Leadership dashboards and quality indicators are important tools that enable the tracking and assurance of patient safety on an organizational level (Baan et al, 2023). With these measures as part and parcel of the routine audit of leadership, one will always have a progression towards the quality and safety goals of the organization by means of continuous enhancements.

Relevant Leadership Skills and Characteristics

Leaders should put strengths-based analysis to action to attain quality and safety improvements. Long-term care leaders must have adaptive leadership competence that can likewise evolve as staff needs and resident level of acuity change. It has been indicated that adaptive leadership facilitates engagement of the frontline workers as well as knowledge sharing in case of a change in a model of care in the facility that provides long-term care (Eshete & Kassahun, 2025). These attributes will be helpful in making sure that the improvements that have been made by the SOAR analysis will be feasible and sustainable.

Teamwork and leadership have been cited as the key to leading continual improvements in any organization. By involving nurses working at the point of care in the strategic planning, nurses get a feeling of ownership of quality and safety initiatives. The studies demonstrate that a comprehensive approach based on an appreciative inquiry and SOAR process to involve nurses in such initiatives encourages not only strategic alignment but a positive change in the organization (Granatino and Watstein, 2024). The adaptable and inclusive/transparently communicating leaders will succeed in leading quality and safety initiatives way past the date of analysis.

Areas of Uncertainty

It is yet unknown what kinds of leadership behaviors will be best applicable in this kind of long-term care facility. There is no sufficient direct experience in long-term care administration compared to those of more outpatient and procedure-only classifications; hence, the gap in understanding the informal dynamics of leadership is identified as a knowledge gap. While some studies have been conducted, there are still too few empirical studies; examples include SOAR and appreciative inquiry (for healthcare) (Merriel et al., 2022). Enhancing the strategic plan developed during the evaluation just finished will require further analysis during the practicum that will assist in filling this gap.

Conclusion

The following SOAR analysis reveals that we had some important strengths and growth opportunities in the long-term care practicum setting. Leadership structure, communication, and staffing factors were also key factors that affected quality and safety outcomes. With the utilization of appreciative inquiry as a rationale to achieve the creation of approaches to improve the quality of healthcare, it is substantial that appreciative inquiry will generate a shared vision of success and enable transformational change in the organizations. The data in this report will be significant in helping to develop the long-term care strategic plan, which will be developed in the subsequent review.

If you are looking for the 3rd assessment of NURS-FPX6200, visit: NURS FPX 6200 Assessment 3