Assessment and Leadership Skills Plan
NURS FPX 5012 Assessment 2 Attempt 1 Personal Leadership Analysis
The Home Health Agency uses different techniques to deliver quality healthcare processes. The organization’s mission is to improve the delivery of holistic services to community members and pateints; which is why the previous report analyzed the organizational environment and external factors to determine it effectiveness. The analysis of organization’s SWOT and PEST analysis was a crucial landmark for identifying gaps in the performance of professionals. The report was also based on a balanced scorecard of the organization that helped the management to achieve a competitive edge to serve the healthcare industry holistically for making better decisions. The top executives analyzed the SWOT analysis which suggests building and assessing the leadership skills in nurses and managers to improve the quality a patient safety outcome. The balanced score card also suggest that the employees must analyze their own skills and improve communication skills to share better ideas freely with each other. This will help the organization to evaluate the outcomes and meet the future organizational needs.
NURS FPX 5012 Assessment 2 Attempt 1 Personal Leadership Analysis
The Gaps in Leadership Education and Skills and Competencies Required
The previous analysis of the organization and its environment also shows that there is a gap in the nursing leadership skills that needs to be fulfilled using self-assessment tools which will allow them to use models of leadership development for personal future career growth and organizational efficiency. For example, in the organization, there is a lack of culture of nursing leadership training. This shows that healthcare clinicians and nurses lack understanding of benefits of formal trainings that is a barrier to their career and personal growth and development. They must sough comprehensive leadership development trainings and models to become more demining in their professional fields (Calzone et al., 2018).
The healthcare management is one sector that is evolving rapidly nowadays. The formal educational and degrees are not yet as effective for nurses and professionals to develop ample leadership and relationship development skills. The leadership gap is the disparity in the organization which shows the gap between current leadership skills and actual demands of the organization (Connor et al., 2018). The most important leadership skills ranked by () for healthcare professionals include leading employees, resourcefulness, change management, decisiveness, and building and mending relationships. For example, in Hope Medical Center, currently the executives have found problems with interpersonal relationships among nurses and healthare practitioners and other staff members. These difficulties in developing good working relationships with others have led to some conflicts. Moreover, leaders and nurses have also been showing to have difficulties in selecting the right teams and build them to achieve goals. Moreover, resistance to change and change management is another weak skill that needed to be mended. Moreover, another leadership gap is lack of skills of professionals to follow up on their promises and completing their jobs according to company’s objectives.
Not following the leadership development strategies and plans can lead to extreme consequences for the hospital because nurses lack depth to manage their decisional and think outside the box to delivery their promises. Resistance to change can drastically bring negative healthcare results and outcomes as nurses need to learn from their mistakes and develop leadership skills as mentioned above to fill the gaps in their performance to match it with the organization’s expectations. These leadership skills and competencies are needed extensively in the healthcare industry (Cummings, 2008).
Leadership Self-Assessment
After the analysis of the PEST analysis, the organization must plan a course of action to develop and assess its own leadership competencies (Van den Bulcke et al., 2018). Due to growing regional competition and the lack of interest of policy makers to focus on healthcare costs, the whole political scenario indicates that due to inflation rates, the costs are likely to rise in the future which can be curbed down with effective leadership skills and planning (Ferrier, 2022).
A vital aspect of leadership development is to first identify and know the strengths and shortcomings related to leadership skills necessary in the complex healthcare organiziatons today. For instance, many researchers and leadership experts suggest exercises and leadership development plans and models for completion of self-assessment of nurses and other practitioners; these strategies will help the professionals at Hope Medical Center to gauge how well their staff is performing in terms of leadership. Since leadership must be encouraged thought the careers of our nurses, the ACHE American College of Healthcare Executives provide guidelines and tools to help the professional get a good picture of their personal and professional communication skills (Harvey et al., 2019). The model also provides insights about relationship management in healthcare organiziatons for professionals and how they can foster their leadership skills. For example, for communication assessment of nurses and healthcare executives, the ACHE assessment tool can be utilized extensively and effectively that provides great techniques to improve communication and relationship management (Moghaddam tell al., 2019). The professionals can work on their communciaiton skills. After applying this model on nurses, the score of 3-5 shows that the healthcare professionals have leadership strengths. However, the score of 3.5 or 4 also shows that the professionals also need to enhance their leadership because there is room of improvement. This framework is effective in other healthcare organiziatons because this assessment indicates the leadership competency of nurses and also reminds the leaders that their nurses are still not perfectly trained in leadership traits and skills.
NURS FPX 5012 Assessment 2 Attempt 1 Personal Leadership Analysis
Regarding assessing the teamwork skills, the first major objective of the Hope Medical Center is to improve the teamwork strength of all employees including nurses, doctors, administrators, and trainee staff (Specchia et al., 2021). The second goal is to help nurses to present the medical information in a clear and transparent manner; this will help the leaders and physicians to understand the reports well from the meetings. The weekly team meeting also reveals that the communciaiton and relationship management needs improvement. The results could have been developed and transferred to the relevant employees in a smooth manner. This could help to strengthen the relationships among the claims teams and also help them to offer their valuable feedback (Phillips et al. Finally, accountability is another most important skill that needs to be achieved by our nurses and practitioners in order to build trust within organization. This will allow nurses and other staff to know that they can trust their superiors and can take responsibility for their decisions and actions by following their leaders (Phillips, 2018). The high level of confidence can be instilled if accountability skill gap can be diminished in team members. It will allow people to count on each other and meet deadlines and fulfill duties in a more efficient manner compared to the current situation (Solbakken, 2018).
STAR Format Competency Rating
- In the left-hand column, rate your overall performance of this competency in the “ILDP =” field, using a 1 (novice) to 9 (expert) scale.
- In the middle columns, provide a specific behavioral example of how you have practiced each competency in a previous work, volunteer or other capacity. You will provide one sentence on the “Situation,” the “Task” you were charged to perform, the “Action” you took, and the “Result” (S–T–A– R).
- In the far right-hand column, rate the outcome or result of the specific example by using a 1 (least desirable) to 5 (optimal outcome) scale.
| NCHL Competency and Current ILDP Rating | Situation | Task | Action | Result | Outcome Rating:1 (worst) – 5 (best) |
|---|---|---|---|---|---|
| Accountability: ILDP = 8 | Misuse of resources of medical equipment | To indentify people misusing resources | Prepared a report of self and others’ action | Improved accountability skills of employees and employers | 3 |
| Achievement Orientation: ILDP = 7 | Given charge of 5 hypertension patients | Assigned tasks of improving their health. | Took the challenge without any help | Three patients were released after recovery | 3 |
| Analytical Thinking: ILDP =6 | Patient’s blood pressure low significantly | To act quickly to improve blood pressure | Consulted physicians and prescribed medications | The blood pressure was back to normal | 5 |
| Change Leadership: ILDP =5 | Group of nurses was uninspired by physicians | Assigned a task to inspire the younger nurses | Used transformational leadership skills | Boosted motivation of young nurses | 4 |
| Collaboration: ILDP =5 | Pregnant patient had a heart issue | Called for helping the patient | Immediately provided medical assistance before surgery | The patient was safe in the maternity ward | 4 |
| Communication Skills: ILDP =7 | Employees failed to maintain eye contact | Asked to help improve employee’s communication | Successfully showed verbal and non-verbal communication to employees | Employees learned the use of facial expressions to some extent | 3 |
| Community Orientation: ILDP =4 | A mother lacked medical insurance | Asked to solve the problem of a female patient | Helped the mother with her physical and depression problem | The lady was was still feeling depressed | 2 |
| Financial Skills: ILDP =5 | The hospital’s monthly budget was low after COVID-19 | Asked to prepare the budget for nursing department | Assisted the finance department | The nursing expenditures decreased by only 5% | 2 |
| Human Resource Management: ILDP =7 | Lack of technically sound nurses | Asked to hire the technical sound nursing professionals | Interviewed and hired technologically savvy nurses | Improved workforce by 70% technically sound nurses | 4 |
| Impact and Influence: ILDP =5 | No other nurse was able to advocate for others | Was asked to advocate for depression patients | Played my role empathetically to reduce depression | Two out of five patients recovered from depression | 3 |
| Information Seeking: ILDP =7 | The diabetes pateints were still consuming unhealthy foods | Asked to improve the diet of these pateints | Used my skills to search for the list of diabetes-healthy foods and recommended them | Three out of five patients were experiencing reduced diabetes | 4 |
| Information Technology Management: ILDP =6 | The Microsoft Server 2012 stopped responding to workstations | Asked to check the technical issue in the absence of an IT manger | Diagnosed and troubleshoot the technical fault by running diagnostic tests | The server was back to functioning temporarily | 3 |
| Initiative: ILDP =4 | The patients’ families were not satisfied with treatment of depression | Asked to handle the depression patients and satisfy families | Organized patients’ psychotherapy schedules and changed their exercise routines | Improved the lives of one out of five patients to get rid of depression | 2 |
| Innovative Thinking: ILDP =5 | No evidence-based practices in focus | Asked to enhance the evidence-based practices | Developed useful questioners and surveys to improve patients’ assessments | Helped the organization to reduce re-admissions | 3 |
| Interpersonal Understanding: ILDP =6 | Only 50% of the nurses were listening avidly | Asked to improve the listening skills of nurses | With relationship building, I enhanced their listening skills | The nurses learned critical thinking and listening skills | 4 |
| Organizational Awareness: ILDP =7 | The interprofessional relationships were weak | Asked to improve nurses’ relationships | Applied strategies to enhance organizational awareness | Empowered nurses with passion and knowledge of organizational rules and policies | 5 |
| Performance Measurement: ILDP =7 | The length of stay was huge | Asked to reduce the LOS of depression patients | Applied strategies for bed utilization and reducing readmission rates | Three out of four patients were released quickly within two months | 4 |
| Process Management and Organizational Design: ILDP =5 | Lack of swift decision making in nurses | Asked to boost swift decision making in nurses | Improved interaction between organization and improved communication | Junior nurses felt more confident | 3 |
| Professionalism: ILDP =5 | Nurses failed to provide advice adequately | Asked to improve their information provision | Provided information and advice to nurses | Two out of five nurses improved their own values | 3 |
| Project Management: ILDP =5 | Needed to monitor telehealth change management project | Asked to monitor the telehealth change management project | Used systematic methods or diagnosis and implementation of the project | Somewhat improved execution of project | 3 |
| Relationship Building: ILDP =5 | Increasing conflicts among nurses | Asked to reduce conflicts | Aligned nurses with interprofessional communication goals with trainings | Three out of five nurses improved their communication and reduced conflicts | 3 |
| Self-Confidence: ILDP =6 | 60% of the nurses had no belief in their competencies | Asked to improve this situation | Used learning and education to boost confidence | Trainings helped nurses gain confidence | 4 |
| Self-Development ILDP =5 | Nurses lacked self awareness when new patients were dealt with | Asked to improve self development | Read ten books and took one course to improve myself development | Significantly improved my skills to engage with patients | 5 |
| Strategic Orientation: ILDP =6 | The hospital was less responsive to the patients | Asked to improve this situation | Provided trainings for vides a clear and consistent organizational focus | Nurses became more focused on pateints’ needs | 4 |
| Talent Development: ILDP =4 | Teamwork and networking skills were lacking in new nurses | Asked to improve this situation | Enhanced teamwork trainings | Improved teamwork understanding | 3 |
| Team Leadership ILDP =5 | Communication and critical thinking were lacking in nurses | Asked to improve this situation | Used my delegation and communication skills to teach nurses about leadership | Three out of five nurses decided not to quit their jobs | 3 |
The above table shows that a few categories like talent development and initiative are the qualities that are lower in terms of meeting the demands of the organization. The actual outcomes and the desired outcomes have a difference in terms of quantitative scores mentioned in the Table. The IDLP rating is also low for these competencies. I have been asked to resolve several organizational, communication, leadership, behavior, and productivity issues lately by the executive and showed good and satisfactory performance in competencies such as information technology management, information seeking with IDLP score 7, human resource management, communication skills, analytical thinking, and achievement orientation. The results in the table show that none of the competency has the highest point 9 score that shows room for improvement in almost all areas and skills related to leadership for safety and quality enhancement. However, three vital leadership qualities are areas which need immediate attention, focus, and development to improve the future performance are team leadership, talent development, and relationship building skill. These are discussed in the following table.
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NURS FPX 5012 Assessment 2 Attempt 1 Personal Leadership Analysis
Individual Leadership Development Plan
Hint: A competency in need of development may require more than one activity.
| Competency Need | Development Activity | Timeline | Performance Measurement | Organization/Industry Need Alignment |
Team Leadership | Cross cultural groups formation, teamwork enhancement workshops | 3 months | Monitoring of leadership performance for 3 months and rewarding based on performance | Communicated the leadership goal regularly with the employees for needs alignment |
Talent Development | Investing in talent management courses | 3 months | Measuring performance based on feedback | Helped employees achieve their talent management goals |
Relationship Building | Involving in Team based games and fun activities like swimming and gym | Conducted formal reviews and evaluations to measure improvement in relationships | Educating employees about building bonds to achieve higher organizational goals and revenues. | |
The table shows that three important skills which are lacking in my own leadership competencies’ list are team-based leadership, talent development, and relationship building with others and teaching others how to build strong interprofessional relationships. We created a cross-cultural group that included nurses, physicians, and mangers from various ethnic backgrounds to form strong teams and bonds; this group also aimed to promote understanding of team-based leadership to enhance my own competency. For three months, this group allowed me to interact strongly with many other people in the organization and helped me to understand team leadership dynamics in diverse team settings. After three months performance evaluation and monitoring, the end result was positive that helped me to align the leadership skills with the needs of the organization to achieve higher productivity and quality goals. Moreover, I also tool a talent management course from a renowned LinkedIn coach and my performance was also measured for three months after the course. I successfully helped the employees to improve their talent and discovered my own hidden talent that allowed me and my team to become more useful for the organization to meet its needs. The relationship building skills involved building a group that was involved in playing games together such as volley ball and tennis joined the company gym together to mingle and build relationships, etc. The formal reviews were conducted from the employees who developed better relationships with me by sharing our opinions, hobbies, and career goals. That allowed us to help each other in everyone’s journey that aligns perfectly well with the company’s need to create cohesive bonds and relationships that are everlasting and productive (Connor et al., 2018).
Conclusion
The healthcare management is one sector that is evolving rapidly nowadays. The formal educational and degrees are not yet as effective for nurses and professionals to develop ample leadership and relationship development skills. The leadership gap is the disparity in the organization which shows the gap between current leadership skills and actual demands of the organization. The high level of confidence can be instilled if accountability skill gap can be diminished in team members. It will allow people to count on each other and meet deadlines and fulfill duties in a more efficient manner compared to the current situation.
References
Calzone, K. A., Jenkins, J., Culp, S., & Bade, L. (2018). Hospital nursing leadership-led interventions increased genomic awareness and educational intent in Magnet settings. Nursing outlook, 66(3), 244-253.
Connor, J. A., Ziniel, S. I., Porter, C., Doherty, D., Moonan, M., Dwyer, P., … & Hickey, P. A. (2018). Interprofessional use and validation of the AACN healthy work environment assessment tool. American Journal of Critical Care, 27(5), 363-371.
Cummings, G., Lee, H., MacGregor, T., Davey, M., Wong, C., Paul, L., & Stafford, E. (2008). Factors contributing to nursing leadership: a systematic review. Journal of health services research & policy, 13(4), 240-248.
Ferrier, C. (2022). Engaging Nurses in Public Policy. University of New Hampshire Scholars’ Repository. https://scholars.unh.edu/scholarly_projects/71/
Harvey, G., Gifford, W., Cummings, G., Kelly, J., Kislov, R., Kitson, A., … & Ehrenberg, A. (2019). Mobilising evidence to improve nursing practice: A qualitative study of leadership roles and processes in four countries. International Journal of Nursing Studies, 90, 21-30.
Moghaddam, N. M., Jame, S. Z. B., Rafiei, S., Sarem, A. A., Ghamchili, A., & Shafii, M. (2019). Managerial competencies of head nurses: a model and assessment tool. British journal of nursing, 28(1), 30-37.
NURS FPX 5012 Assessment 2 Attempt 1 Personal Leadership Analysis
Phillips, J. M., Stalter, A. M., Winegardner, S., Wiggs, C., & Jauch, A. (2018, July). Systems thinking and incivility in nursing practice: An integrative review. In Nursing forum (Vol. 53, No. 3, pp. 286-298).
Solbakken, R., Bergdahl, E., Rudolfsson, G., & Bondas, T. (2018). International nursing: caring in nursing leadership—a meta-ethnography from the nurse leader’s perspective. Nursing administration quarterly, 42(4), E1.
Specchia, M. L., Cozzolino, M. R., Carini, E., Di Pilla, A., Galletti, C., Ricciardi, W., & Damiani, G. (2021). Leadership styles and nurses’ job satisfaction. Results of a systematic review. International journal of environmental research and public health, 18(4), 1552.
Van den Bulcke, B., Piers, R., Jensen, H. I., Malmgren, J., Metaxa, V., Reyners, A. K., … & Benoit, D. D. (2018). Ethical decision-making climate in the ICU: theoretical framework and validation of a self-assessment tool. BMJ quality & safety, 27(10), 781-789.
