Posted: August 27th, 2022

Team-Level Leadership Journal

Team-Level Leadership Journal
The personal leadership development aspects that foster the ability to lead teams effectively include quality communication and building healthy personal and professional relationships. Effective communication is vital for leading teams. It involves the provision of appropriate and timely information for action (Poels et al., 2020). Teams appreciate when they have information on what they should do and the steps they should take to accomplish set goals and objectives. Communication prevents conflicts that may occur in teams. Building healthy personal and professional relationships provide opportunities for understanding strengths and weaknesses (Poels et al., 2020). It promotes healthy working relationships that eliminate tension. Teams can enjoy quality relationships with people who value their opinions and appreciate their efforts. Appreciating the efforts made motivates teams to accomplish higher goals.
The leadership competencies from ANA (2013) include self-awareness, self-insight, self-development, and learning capacity. The competencies align with the standards of care required in nursing including communication and healthy relationships (Mosier et al., 2019). For instance, self-awareness is a requirement for understanding the personal leadership development aspects required to lead successful teams. Learning capacity is vital for achieving healthy communication among teams. Team leaders should strive to learn different improve their skills to achieve quality communication using appropriate channels and tools (Mosier et al., 2019). Developing healthy relationships is a result of self-awareness and self-insight. Maintaining healthy relationships is a requirement for building quality teams. The nursing sector requires healthy teams that will foster multidisciplinary care and foster collaboration. Lack of healthy relationships among nurses, physicians, and psychiatrists can undermine the quality of care.
The two areas I would like to strengthen include communication using technological tools and developing healthy relationships among multidisciplinary teams. Communication in the healthcare sector is diverse and requires the utilization of different technological tools (Suhonen et al., 2019). I am afraid of the diverse cyber security threats that I have witnessed in the recent past. I have heard events involving data loss that can affect the safety of patients. The improvement required is learning how to safely use different technological tools to communicate without exposing patient data to third parties (Suhonen et al., 2019).
The second area of improvement is developing healthy relationships among multidisciplinary teams. Teams comprise of different professionals who contribute to quality patient care (Suhonen et al., 2019). I will strive to learn how to relate to people from different areas of specializations. I know that relating with different professionals improves networking. Improvements in the weak areas will provide opportunities for growth and overcoming future challenges.
The aspects of leadership at the team level that I would like to pursue further include promoting performance and assessing results. I would identify ways of enhancing performance and measuring the results. Performance metrics are critical in determining if a team is meeting the set goals (Gifford et al., 2019). For instance, teams should use metrics that determine whether they are achieving their goals or not. Identifying the metrics that improve the quality of outcomes will help a team to reflect and strategize on making improvements. The second aspect is motivating teams in the current healthcare crisis. The healthcare environment is experiencing challenges related to the shortage of staff, high demand for healthcare services, and the current pandemic (Gifford et al., 2019). I would like to strategize on using teams to address the current challenges. For instance, teams can motivate their colleagues to avoid burnout, fatigue, and turnover. Teams can develop custom programs that will address the challenges in the healthcare sector.

References
Gifford, W. A., Squires, J. E., Angus, D. E., Ashley, L. A., Brosseau, L., Craik, J. M., … & Graham, I. D. (2018). Managerial leadership for research use in nursing and allied health care professions: a systematic review. Implementation Science, 13(1), 1-23.
Mosier, S., Roberts, W. D., & Englebright, J. (2019). A systems-level method for developing nursing informatics solutions: the role of executive leadership. JONA: The Journal of Nursing Administration, 49(11), 543-548.
Poels, J., Verschueren, M., Milisen, K., & Vlaeyen, E. (2020). Leadership styles and leadership outcomes in nursing homes: a cross-sectional analysis. BMC Health Services Research, 20(1), 1-10.
Suhonen, R., Stolt, M., & Charalambous, A. (2019). Supporting individualised nursing care by leadership. In Individualized Care (pp. 195-205). Springer, Cham.

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