Leadership and Group Collaboration
Student name
Capella University
NHS FPX-5004
Professor Name
Submission Date
Leadership and Group Collaboration
July 14, 2025
Dear Boss,
Lakeland Clinic,
I would like to thank you and be given a chance to lead a diverse committee that would empower cultural competence and restore the community trust at Lakeland Clinic. The diversity issues in the Lakeland Clinic require a leader to display cultural competence, humility, responsive communication, visionary approach, teamwork, and responsibility. The leader should be able to analyze various cultural viewpoints, especially those of the mostly Haitian population, and be willing to learn not only from the staff but also from the members of the community (Lekas et al., 2020). The leader develops trust and empowers teams so that they can make a sustainable change by establishing a supportive environment and promoting open communication. A capability of converting a clear and strategic vision to real actions and keeping everyone responsible will guarantee progress and ongoing improvement.
With these key attributes, I would choose Dr. Camara Phyllis Jones to be the head of this venture. Being a famous physician, epidemiologist, and health equity activist, Dr. Jones has been focusing her professional work on eliminating structural racism and advancing social justice (Walker and Williams, 2022). Her outstanding communication capabilities and her demonstrated ability to work with different people make her the only candidate that can be offered this position, and her vision of focusing on community input, strategic planning, and systemic reform is precisely what the clinic needs to make a significant change that would last long (Walker and Williams, 2022). Her selection highlights a leadership philosophy that appreciates compassion, inclusiveness, and quantifiable outcomes, which will preclude the next stage of employee satisfaction and increased trust in the community at Lakeland Clinic. Her successful experience and her uncompromising commitment have always been an ideal example of a transformational, inclusive leader in the field of healthcare.
When comparing my leadership abilities to those of Dr. Camara Phyllis Jones, I see that we have similarities in terms of inclusiveness in dialogue and vision. Similar to Dr. Jones, I do my best to promote psychological safety by bringing in different worldviews during team gatherings and making sure that every voice will be heard (Leroy et al., 2022). Although Dr. Jones uses epidemiological information to shed light on structural inequities, I use qualitative feedback from staff and community partners and translate the issues and recommendations into specific steps to be followed when implementing policy and practice. Comparing my leadership skills as applied to those of Dr. Camara Phyllis Jones, I can see that we are similar in terms of being devoted to inclusive dialogue and strategic vision. Just as Dr. Jones, I also strive to attain psychological safety by embracing different opinions when we hold team meetings and ensuring that all voices are heard. The ability to establish an atmosphere where people in the collective will not hesitate to present new ideas and concerns without being afraid of reproach is the core of building trust and leading to cooperative innovation (Leroy et al., 2022). In the place where Dr. Jones utilizes epidemiological data to assist in his/her understanding of structural disparities, I utilize qualitative feedback provided by staff and community partners and apply these towards translating the issues and the recommendations to policy and practice in the form of clear action steps.
The aspects that led to the success of Dr. Jones include cultural humility and the readiness to learn about the lived experiences of the community members. I do the same and conduct reflective debriefs after simulations of patient-care and ask participants to comment on how cultural norms influenced their decision-making (Rana et al., 2023). But as opposed to Dr. Jones, who has a systematic way of incorporating the community advisory boards into the program design, I have not so far formed any formal structures to include the voices of the neighborhood at all levels of the project planning. In an attempt to bridge this gap, I have been conducting culturally responsive workshops that emphasize health beliefs and communication styles employed by Haitians. I will institutionalize community partnerships and add continuous feedback loops to our operations through the pilot sessions with the clinic staff and the leaders of the local community (Wiedermann et al., 2023). The provided strategy will assist in aligning my practice with the model of collaborative, equity-based leadership as provided by Dr. Jones and ensure long-term change in terms of trust and patient outcomes.
Project Leadership Role Explanation
As the leader of the project, my task is to mediate the team in creating a more inclusive and culturally responsive climate in the clinic. I will act as an inspirational leader, which I will use the model of Bass and Riggio to encourage change and promote a common vision of cultural competence and inclusivity. According to Singh et al. (2024), transformational leadership utilizes the power of the crowd by providing a vision and empowering people to adopt cultural competency and inclusivity. I can begin my role by clarifying the purpose and enhancing trust between the staff and the community members, and demonstrating the respectful behaviors we desire. I will establish working groups with particular objectives (e.g., cultural-humility training, community advisory integration) and ensure that no individual is unaware of how their activity would contribute to the overall vision. Communication will be frequent, open, and two-way. Weekly huddles will also be available to examine the success and solicit feedback, and to celebrate the small wins during these meetings. Personalized attention will also be applied; I will have a one-on-one meeting with the team members to find out their needs and career goals (Ominyi et al., 2025). A collaboration tool using digital tools and a common dashboard will make all activities visible, and therefore all the deadlines clear, and hold both accountable.
The main strength of such an approach is that it motivates and connects personnel since it touches upon higher aims, such as trust, respect, and well-being of the community, which leads to long-term performance. As Ominyi et al. (2025) suggest, innovation will also be encouraged due to transformational leadership because team members will be sure to present culturally-specific solutions. Transformational leadership, on the other hand, is not very operationally oriented; unless it is carefully monitored, team goals can be overambitious for the available resources. There is a possibility of risk of change fatigue when the pace is excessive (Khaw et al., 2022). Such failures will be resolved with the use of democratic processes, changing those in charge of facilitation, and voting on critical issues, to make them own and grounded. The routine audits of processes and resources will enable us to remain on course with vision and organization towards long-term and community-oriented practices and results.
A common ground and guidelines will be stipulated to enable cooperation between the 4-6 team diversity committee at Lakeland Clinic. The team charter that is co-created will establish goals, duties, standards, and expectations as far as communication is concerned, which will form the basis of accountability and trust among team members (Klein et al., 2025). This common strategy will help committee members to reflect on the interrelations between the individual tasks in the team and provide a consistent team dynamic, and collectivistic responsibility. The use of communication technologies, including real-time chat using Microsoft Teams, virtual meetings based on Zoom, and a project dashboard in Trello or Asana, will be utilized. All these platforms maintain every voice linked and make sure that all questions or ideas are addressed promptly, which minimizes silos and shortens the time it takes to reach a joint decision (Kordova and Hirschprung, 2023). Likewise, displaying all the assignments and milestones to the group at large enables the dashboard to encourage ownership among all parties and eliminate duplication of efforts. The use of shared documents on OneDrive or Google Drive will guarantee transparency, and automated reminders and built-in calendars will allow keeping deadlines visible and reduce the number of follow-ups that were not completed.
Responsibility will be supported by giving all members clear tasks and deadlines, with the progress being monitored through weekly stand-up meetings. Monitoring specific deliverables individually will increase accountability and also enable the team to redistribute resources collectively in case of bottlenecks. The process of decision-making will be efficient and inclusive as democratic voting is coupled with the leader-sponsored consensus. This would be an efficient yet inclusive type of hybrid model, which would welcome different opinions and keep the project momentum on the essential project decisions (Battilana et al., 2025). Distribution of the tasks will be done based on personal expertise, and the project head will conduct bilateral check-ins to maintain order. It will consist of brainstorming sessions with affinity mapping and rotating roles of the meeting (facilitator, timekeeper, scribe). These processes elicit the generation of ideas, sharing the leadership, and involving everyone in the development of solutions (Endalamaw et al., 2024). Also, Calvard et al. (2023) proposed that periodical reflective training evaluates cultural competency training, team-building exercises enhance the trust of individuals in each other, and guest-speaker programs with the community liaison base the discussion on real-world thinking. Discussion based on experience and the establishment of inter-personal relationships make these practices enhance collaboration and cultural understanding. Finally, monthly progress meetings with management will be used to provide continued reinforcement.
Conclusion
Overall, NHS FPX 5004 Assessment 3 covers leadership, teamwork, and collaboration skills. Her choice of Dr. Camara Phyllis Jones highlights the culture of the culturally responsive approach to leadership as one following sustainable change and based on equity. Combining the skills of Jones with the community feedback system will restore confidence and promote inclusiveness in Lakeland Clinic. Progress will be pegged on strategic, quantifiable objectives that are consistent with collective frameworks and responsibility systems. Sustainable, long-term, and fair patient outcomes and staff cultural competence will be achieved.
References for NHS FPX 5004 Assessment 3
Battilana, J., Beckman, C. M., & Yen, J. (2025). On democratic organizing and organization theory. Administrative Science Quarterly, 70(2), 297–327. https://doi.org/10.1177/00018392251322430
Calvard, T., Cherlin, E., Brewster, A., & Curry, L. (2023). Building perspective-taking as an organizational capability: A change intervention in a health care setting. Journal of Management Inquiry, 32(1), 35–49. https://doi.org/10.1177/10564926211039014
Endalamaw, A., Khatri, R. B., Mengistu, T. S., Erku, D., Wolka, E., Zewdie, A., & Assefa, Y. (2024). A scoping review of continuous quality improvement in the healthcare system: Conceptualization, models and tools, barriers and facilitators, and impact. BioMed Central Health Services Research, 24, 487. https://doi.org/10.1186/s12913-024-10828-0
Khaw, K. W., Alnoor, A., Abrrow, H. A., Tiberius, V., Ganesan, Y., & Atshan, N. A. (2022). Reactions towards organizational change: A systematic literature review. Current Psychology (New Brunswick, N.J.), 1–24. https://doi.org/10.1007/s12144-022-03070-6
Klein, B., Perfetto, E. M., Oehrlein, E. M., Weston, F., Lobban, T. C. A., & Boutin, M. (2025). Measuring and demonstrating the value of patient engagement across the medicines lifecycle: A patient engagement impact measurement framework. The Patient, 18(1), 3–18. https://doi.org/10.1007/s40271-024-00713-7
Kordova, S., & Hirschprung, R. S. (2023). Effectiveness of the forced usage of alternative digital platforms during the COVID-19 pandemic in project communication management. Heliyon, 9(11). https://doi.org/10.1016/j.heliyon.2023.e21812
Lekas, H.M., Pahl, K., & Lewis, C. F. (2020). Rethinking cultural competence: Shifting to cultural humility. Health Services Insights, 13. https://doi.org/10.1177/1178632920970580
Leroy, H., Buengeler, C., Veestraeten, M., Shemla, M., & Hoever, I. J. (2022). Fostering team creativity through team-focused inclusion: The role of the leader harvesting the benefits of diversity and cultivating value-in-diversity beliefs. Group & Organization Management, 47(4), 798–839. https://doi.org/10.1177/10596011211009683
Ominyi, J., Nwedu, A., Agom, D., & Eze, U. (2025). Leading evidence-based practice: Nurse managers’ strategies for knowledge utilisation in acute care settings. BioMed Central Nursing, 24, 252. https://doi.org/10.1186/s12912-025-02912-5
Rana, S.-C., Francis, U., Zavi, L., Ella, S., Haidar, G. H. A., & Peter, D. (2023). Cultural differences in simulation debriefing: A qualitative analysis. Heliyon, 9(4). https://doi.org/10.1016/j.heliyon.2023.e14904
Singh, P., Singh, S., Kumari, V., & Tiwari, M. (2024). Navigating healthcare leadership: Theories, challenges, and practical insights for the future. Journal of Postgraduate Medicine, 70(4), 232–241. https://doi.org/10.4103/jpgm.jpgm_533_24
Walker, V. P., & Williams, D. R. (2022). Restitution through equity-focused mentoring: A solution to diversify the physician workforce. Frontiers in Public Health, 10. https://doi.org/10.3389/fpubh.2022.879181
Wiedermann, C. J., Barbieri, V., Plagg, B., Marino, P., Piccoliori, G., & Engl, A. (2023). Fortifying the foundations: A comprehensive approach to enhancing mental health support in educational policies amidst crises. Healthcare, 11(10). https://doi.org/10.3390/healthcare11101423
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