NURS FPX 4005 Assessment 1
[Student Name]
Capella University
Professor’s Name
August 2025
NURS FPX 4005 Assessment 1: Leadership and Collaboration in Healthcare
Having effective leadership at many levels, particularly as a bedside nurse, can have a significant impact on both provider work satisfaction and successful patient outcomes. When the unit starts to deteriorate because of poor leadership, nurses have to defend themselves. Reviewing best practices in leadership, contrasting and comparing different leadership philosophies I have come across, evaluating their effectiveness, and considering my own leadership style are the main objectives of NURS FPX 4005 assessment 1.
Personal Interdisciplinary Collaborative Experience
As a night shift nurse, I have the unique opportunity to collaborate with different specialties. There are sixteen beds in the hospital where I work. As the hospitalist, my charge nurse, the respiratory therapist, and I often conduct a quick reaction or code. There isn’t a coding team or an intensivist. The hospitalist and the charge nurse take responsibility in these situations, and they both have quite distinct leadership philosophies, which is a key topic of NURS FPX 4005 assessment 1.
One recent experience I had where these leadership ideas were quite apparent was caring for a middle-aged patient who had pneumonia. This was a great chance for reflection in leadership development. Upon assessing my patient, I found that they had decreased and were in greater demand of oxygen. The respiratory therapist gave me an albuterol treatment after I called, but it didn’t do anything. The hospitalist came to the patient’s bedside to assess them as soon as I contacted him. The patient would need an emergency intubation, according to my charge nurse, the respiratory therapist, the hospitalist, and me. This real-world example emphasizes the value of leadership and teamwork in practice, which is a major component of NURS FPX 4005 assessment 1.
My charge nurse, a former intensive care nurse with thirty years of experience, took immediate action. While another nurse prepared to take blood samples and start a new intravenous line for my patient, she calmly delegated to one of the nursing assistants the duty of delivering the crash cart to the patient’s bedside. She demonstrated excellent teamwork by being straightforward and concise in her speech, which encourages reflection on collaborative working in nursing.
I like that she introduced herself and the person she was speaking to before giving directions. The provider’s ability to follow up with her after giving instructions allowed for effective communication. She moved slowly enough to give the information time to be processed by the adrenaline of a crisis, which is in keeping with the objectives of nurse leadership reflection activities. The phrase “service before self” is best summed up by my charge nurse, who regularly works without breaks and offers herself as a resource to all of the nurses who work underneath her. The definition of servant leadership, which emphasizes the value of teamwork and collaboration in nursing leadership, most closely matches her style of leadership. It is defined as “oral-based leadership primarily driven by the idea that serving is a natural component (“altruistic calling”) or inner conviction of the servant leader where the focus is on the personal growth and well-being of others” (Demeke et al. 2024, pp. 1). The analysis in NURS FPX 4005 assessment 1 is quite pertinent to this servant leadership case.
In contrast, the hospitalist is a medical practitioner with authority. In contrast to the principles of effective leadership in nursing, she speaks quickly and becomes agitated when the nurse tries to break the communication loop by seeking clarification. During the procedure, this doctor demands that all supplies and prescriptions be lined up in accordance with her standards, and she frequently micromanages nursing staff while they are providing care. This strict approach may
increase job dissatisfaction and burnout among employees and lead to negative experiences (Zhend et al. 2025, pp. 2). Key factors in NURS FPX 4005 assessment 1 include leadership problems and their effects on staff well-being, which are insightfully revealed by these observations. When giving patient care, it is not appropriate to make personal remarks. Because of the massive power imbalance she maintains through her authoritarian management style, I often look forward to working with this physician, which emphasizes the significance of leadership development and reflection in nursing practice. It was typified by her inability to collaborate in order to care for the patient and identify the reason for the patient’s rapid decline. I was too insecure to voice my concerns without worrying about her retaliation. As a result, our professional relationship deteriorated, and I found that our mutual trust was eroded.
Best Practice in Nursing Leadership
Effective leadership in nursing is necessary to create a healthy cultural dynamic within the hospital and healthcare system. Hierarchical administration is still common in hospitals. However, the leadership style of those in charge might lessen the power disparity between clinical staff and administration. “In the healthcare industry, hierarchical leadership styles may prevent a positive safety climate because of the fear of blame and consequences for reporting safety-related issues” (O’Donovan et al. 2021, p. 1421). Comprehending these interactions is crucial for evaluating leadership efficacy in relation to NURS FPX 4005 assessment 1.
Transformational Leadership in Healthcare further emphasizes the importance of empowering staff, building trust, and fostering collaboration to improve outcomes (Demeke et al. 2024, pp. 9). This is directly contrary to servant style, which reduces workplace deviance, turnover, and burnout. Collaborative leaders have been found to have higher levels of employee
compliance and job satisfaction. Trust is a foundational element of leadership development and reflection, and it is necessary for a supervisor-employee relationship to ensure safe, equitable, and successful patient care.
Personal Leadership Style Development
My leadership style can be described as servant leadership because of my natural desire to assist others. This is based on my personal experience, since I was raised by a military father who instilled in me a strong sense of service and respect, which I still examine through nurse leadership reflection activities. Nurses must also adhere to the four core nursing values of autonomy, fairness, compassion, and nonmaleficence. I think these can be applied in relationships with coworkers as well, even though they are commonly employed in patient care. These are commonly employed in patient care, but I think they can also be applied in relationships with colleagues. One of the challenges I have is leading people who, in my opinion, do not share my unselfish desire to help others. This is a significant topic for reflection on collaborative working in nursing. I would be better able to understand the challenges that my colleagues face in providing their own unique service offering if I got to know them better and saw their care from their perspective. An essential part of NURS FPX 4005 assessment 1 is this analysis of my own leadership style.
References
Demeeke, GW., van Elgen, ML., & Markos, S. (2024). Servant leadership in the healthcare literature: A systematic review servant leadership in the healthcare literature: A systematic review. Journal of Healthcare Leadership, 16, 1-14. https://doaj.org/article/9f6a3d4e6a6e4689b23cbf0fb12ef2e2
O’Donovan, R., Rogers, L., Khurshid, Z., De Brún, A., Nicholson, E., O’Shea, M., Ward, M., & McAuliffe, E. (2021). A systematic review exploring the impact of focal leader behavior’s on health care team performance. Journal of Nursing Management, 29(6), 1420-1443. https://doi.org/10.1111/jonm.13403
Zheng, X., Song, J., Shi, X., Kan, C., & Chen, C. (2025). The effect of authoritarian leadership on young nurses’ burnout: The mediating role of organizational climate and psychological capital. BMC Health Services Research, 25(1), 292-11.
https://doi.org/10.1186/s12913-025-12403-7
