Leadership and Collaboration Experience

Section 1: leadership and collaboration experience

One instance where I was required to lead and motivate a team of professionals to collaborate was during a software development project. The purpose or shared vision of the team was to create a new mobile application that would streamline the customer service process for our company. Our goal was to improve customer satisfaction and reduce response times by leveraging technology.In terms of leadership approach and style, I adopted a participative leadership style. I encouraged open communication and collaboration among team members, and I sought their input and ideas throughout the project. This approach helped in fostering a sense of ownership and commitment among the team members. I also made sure to provide clear direction and set achievable goals to keep the team motivated and focused.To get “buy-in” from stakeholders, I organized regular meetings and presentations to update them on the progress of the project. I highlighted the benefits of the new application and how it aligned with the company’s objectives (Slater, 2005). I also emphasized the value of the team’s expertise and contributions, which helped in gaining their support and involvement.

In terms of decision-making processes and outcomes, one good decision was involving team members in the decision-making process. I held regular brainstorming sessions and encouraged everyone to share their ideas and perspectives. This collaborative approach resulted in innovative solutions and a stronger sense of ownership (Slater, 2005). However, looking back, I realize that I could have been more assertive in making decisions when there were disagreements among team members. In some instances, I allowed the discussions to drag on for too long, which impacted the project’s timeline.To communicate my vision, values, decisions, and information, I used various channels. I held team meetings to communicate the overall vision and goals, and I used email and project management tools to share important updates and decisions. I also maintained an open-door policy, encouraging team members to approach me with any questions or concerns. I also created a team culture that emphasized transparency and encouraged frequent communication among team members.

In analyzing my leadership and collaboration decisions and actions, I believe my approach was generally effective in fostering collaboration and motivation among the team. However, I recognize the need for better decision-making processes, particularly in resolving conflicts and reaching timely conclusions. Moving forward, I would strive to strike a balance between collaboration and assertiveness to ensure efficient progress (Sullivan et al., 2012). I would further place more emphasis on tracking and measuring the outcomes of my decisions, allowing for continuous improvement and learning from both successes and failures.

In fostering collaboration and engagement among team members, I made deliberate efforts to facilitate communication and encourage active participation. I organized regular team meetings where members had the opportunity to share updates, discuss challenges, and brainstorm ideas. I created a safe and inclusive environment where everyone’s opinions and perspectives were valued, fostering open dialogue and collaboration.To ensure effective communication, I encouraged active listening and provided opportunities for all team members to contribute. I encouraged individuals to share their expertise and insights, and I facilitated discussions by asking probing questions and seeking clarification when needed (Sullivan et al., 2012). By actively involving team members in decision-making processes and problem-solving activities, I ensured that everyone had a voice and felt empowered to contribute to the project’s success.

Motivating people to realize the vision required a combination of tactics and actions. First and foremost, I communicated the vision clearly, emphasizing the purpose and potential impact of the project. I highlighted the benefits not only for the organization but also for the team members themselves, linking their contributions to personal and professional growth.To create a motivating environment, I recognized and appreciated the efforts and achievements of individuals and the team as a whole. I provided regular feedback, both positive and constructive, and acknowledged the value of their contributions. By celebrating small wins along the way, I kept the team motivated and energized, reinforcing the progress made toward the ultimate vision.I encouraged professional development by providing opportunities for skill-building and growth. I supported team members in pursuing relevant training or certifications and recognized their achievements publicly. By investing in their personal and professional development, I showed that I believed in their potential and valued their growth as individuals.

Section 2: ethics experience (Being Honest vs. Withholding Information in Healthcare)

In a healthcare setting, an ethical dilemma can arise when a healthcare professional is faced with the decision to be honest and disclose all relevant information to a patient or to withhold certain information (American Nurses Association, 2015). One example of such a dilemma could involve a nurse who discovers a critical medical error made by a physician during a surgical procedure. The nurse is torn between the ethical principle of honesty and transparency, wanting to inform the patient about the error, and the potential negative consequences of disclosing the information, such as causing unnecessary distress or undermining the patient’s trust in the healthcare system.Analysis against the Professional Code of Ethics for Nursing: The Professional Code of Ethics for Nursing guides nurses in making ethical decisions and upholding the standards of their profession. The Code emphasizes the importance of maintaining patient trust, promoting patient autonomy, and advocating for the well-being of patients (ANA, 2015). In this scenario, the nurse’s primary ethical responsibility is to ensure the best interests of the patient. The principle of beneficence suggests that the nurse should act in the patient’s best interest, which includes being honest and providing complete information to facilitate informed decision-making. By withholding the critical medical error from the patient, the nurse would be failing to fulfill this ethical obligation.

Additionally, the principle of autonomy emphasizes the patient’s right to make informed choices about their healthcare. By withholding information, the nurse would be denying the patient the opportunity to exercise their autonomy and make decisions based on complete and accurate information (Canadian Nurses Association, 2017). Analysis against the Workplace Code of Ethics: Many healthcare organizations have their workplace code of ethics that outlines the ethical standards expected of employees. These codes often prioritize patient safety, ethical behavior, and professionalism (CAN, 2017). In this scenario, the workplace code of ethics may emphasize the importance of patient safety and quality care. By withholding information about the critical medical error, the nurse would be compromising patient safety as the error could potentially lead to further harm or complications. Therefore, the workplace code of ethics would support the nurse’s obligation to disclose the information and prioritize patient safety (CAN, 2017).

References

American Nurses Association (ANA). (2015). Code of Ethics for Nurses with Interpretive Statements. Retrieved from https://www.nursingworld.org/practice-policy/nursing-excellence/ethics/code-of-ethics-for-nurses/coe-view-only/

Canadian Nurses Association (CNA). (2017). Code of Ethics for Registered Nurses. Retrieved from https://www.cna-aiic.ca/~/media/cna/files/en/code-of-ethics-2017-edition-secure-interactive

Slater, L. (2005). Leadership for collaboration: An effective process. International Journal of Leadership in Education, 8(4), 321-333.

Sullivan, H., Williams, P., & Jeffares, S. (2012). Leadership for collaboration: Situated agency in practice. Public management review, 14(1), 41-66.