NHS FPX 8002 Assessment 2 Personal Leadership Portrait

Personal Leadership Portrait

Student name

Capella University

NHS-FPX8002

Professor Name

Submission Date

1. Assess your own health care or population health leadership style

I have a patient-driven collaboration, best practices, and continuous improvement as the pillars of my leadership style in healthcare. It is easy to communicate and trust because I have such characteristics as emotional intelligence, empathy, self-awareness, and flexibility. Emotional intelligence plays an essential role in effective leadership because it assists a leader in inspiring, mentoring, and engaging others in the care process (Maldonado and Márquez, 2023).

I am a good listener, a team player, and a collaborator. Nevertheless, it could be improved in the areas of delegation in high-pressure, urgent situations. EI would make me solve disagreements positively and lead employees towards a goal. My leadership style is quite similar to transformational leadership because I can motivate co-workers and pay attention to professional growth. Lastly, I would pursue a favorable environment where the patients and professionals would develop.

2. Indicate the role of your individual health care leadership in promoting interprofessional relationships, community involvement, and change management.

My leadership style is effective because I use transformational practices such as promoting collaboration, respect among team members, and increasing psychological safety across disciplines. I value open communication and innovative problem-solving to reduce disparities and maximize outcomes. I am a culturally competent individual who finds it difficult to simplify complex health information so that it can be understood and absorbed by various stakeholders. Emotional intelligence, especially empathy and social awareness, can help achieve interprofessional collaboration and trust (McNulty and Politis, 2023).

Sometimes, procrastination occurs when balancing stakeholders’ expectations. The model I successfully use in communication and shared decision-making is the Situation, Background, Assessment, Recommendation (SBAR) model, which helps achieve more closed-loop communication, identify hidden opposition, and adapt my practice to be more participative and supportive of sustained change. I will aim to create a culture of inclusiveness, responsibility, and sustainable change in healthcare leadership through continual development of these skills.

3. Demonstrate how professional ethical leadership principles/or professional codes of ethics can be translated into professional practice.

My practice as a nurse leader uses the American Nurses Association (ANA) Code of Ethics. The beneficence, justice, fidelity and responsibility are the values espoused in ANA Code of Ethics (2025) of American Nurses Association. I promote community health, equal distribution of resources, and equal and open-minded decision-making. I aim to set the standard of integrity, facilitate open communication, and offer some psychological safety to create a culture of ethics in the workplace where staff feel free to talk without fear of being reprimanded.

I advocate these practices in the form of interprofessional ethics committees, direct and explicit policies regarding the manner of passing dilemmas, and continual morality education of all employees. I also feel frequent case discussion on ethics helps in making better decisions, enhances the growth of trust, and leads to retention and safety of the staff and patients. The final one that ensures sustainability and conformity to the professional values in the nursing practice is ethical leadership.

4. Describe ways in which healthcare leaders can deal with diversity and inclusion.

Inclusion and diversity are strategic interests in how an organization performs and how it can facilitate health equity. Diversity overlaps based on race, gender, ability, and a lot more, and inclusion is where no one feels undermined or disempowered (Lingras et al., 2021). The implementation of the strategy is based on the promotion of equal care, cultural humility, and the disruption of structural barriers in practice. Positive outcomes, innovation, and work satisfaction of diverse and inclusive organizations have improved, particularly among the underserved groups (Fu et al., 2022). The practices that healthcare leaders advocate are cultural competency training, equity hiring, equity audit, and accountability. Community advisory board and measurable diversity objectives are some of the mechanisms that help in strengthening planning, trust, and compliance.

5. Discuss the role of scholar-practitioners in leadership and professional development as it applies to the area of health care.

The relevance of scholar-practitioners in filling the gap between theory and practice is essential in terms of translating research into practical solutions to the complex issues in health care, or in terms of ensuring the creation of new knowledge based on critical analysis. They involve critical thinking, evidence analysis, assumption challenge, and applying evidence-based practices to tackle such systemic problems as fragmented care and health disparities. The twofold role enhances the delivery of care since it converts research into practical plans, resulting in quality, safety, and coordination of care (Spencer et al., 2022).

Scholar-practitioner organizations are more successful, higher in terms of innovation adoption and resiliency to crisis. Greater is the ease of the culture of lifelong learning, professional development, and flexibility of care practices to new evidence provided by the presence of scholar-practitioners. Finally, their work will culminate in evidence-based and sustainable transformations and patient outcomes that will create better health systems.

If you are looking the 3rd assessment of this class visit: NHS FPX 8002 Assessment 3