NURS FPX 4005 Assessment 1
[Student Name]
Capella University
Professor’s Name
August 2025
NURS FPX 4005 Assessment 1: Leadership and Collaboration in Healthcare
Successful patient outcomes and provider work satisfaction can be greatly impacted by having good leadership at many levels, especially as a bedside nurse. Nurses must stand up for themselves when the unit begins to decline due to weak leadership. In NURS FPX 4005 assessment 1, the focus is to review best practices in leadership, compare and contrast various leadership philosophies I have encountered, assess their efficacy, and reflect on my own leadership style.
Personal Interdisciplinary Collaborative Experience
I have the exceptional opportunity to work together with various specialties as a night shift nurse. The hospital where I work has sixteen beds. A swift response or code is frequently run by my charge nurse, the respiratory therapist, and me as the hospitalist. Neither an intensivist nor a coding team are present. In these circumstances, the charge nurse and the hospitalist take charge, and they both employ radically different leadership philosophies, which is an important focus of NURS FPX 4005 assessment 1.
Taking care of a middle-aged patient who had pneumonia was one recent encounter I had when these leadership philosophies were quite evident, offering a valuable opportunity for reflection in leadership development. When I evaluated my patient, I discovered that they had reduced and were needing more oxygen. After I called the respiratory therapist, he administered an albuterol treatment, but it didn’t really help. I called the hospitalist very away, and he arrived right to the patient’s bedside to assess them. My charge nurse, the respiratory therapist, the hospitalist, and I all agreed that the patient would require an emergency intubation. This real-life scenario highlights the importance of teamwork and leadership in practice, which is a central focus of NURS FPX 4005 assessment 1.
My charge nurse, who has thirty years of expertise as a former intensive care nurse, acted right away. She calmly gave one of the nursing assistants the task of bringing the crash cart to the patient’s bedside, while another nurse got ready to draw blood samples and initiate a new intravenous line for my patient. She was direct and succinct in her speech, demonstrating effective teamwork that supports reflection on collaborative working in nursing.
I liked that before offering directions, she mentioned the name of the person she was speaking to. Effective communication was made possible by the provider’s ability to follow up with her after giving instructions. Her pace was slow enough to allow the adrenaline from a crisis to digest the information, which aligns with the goals of nurse leadership reflection activities. My charge nurse exemplifies the maxim “service before self” by frequently working without breaks and offering herself as a resource to all of the nurses who work beneath her. The definition of servant leadership, which is “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,” corresponds most closely with her style of leadership and highlights the importance of teamwork and collaboration in nursing leadership (Demeke et al. 2024, pp. 1). This example of servant leadership is highly relevant to the analysis in NURS FPX 4005 assessment 1.
The hospitalist, on the other hand, is a medical professional who exercises authority. She talks quickly, and when the nurse tries to break the communication loop by asking for clarification, she gets upset, which contrasts with the principles of effective leadership in nursing. This doctor frequently micromanages nursing personnel while they provide care, and she requires that all supplies and prescriptions be laid up according to her standards during the operation. This rigorous approach may result in unfavorable experiences for employees and raise burnout and job discontent (Zhend et al. 2025, pp. 2). These observations provide valuable insight into leadership challenges and their impact on staff well-being, which are key considerations in NURS FPX 4005 assessment 1.
The hospitalist, on the other hand, is a medical professional who exercises authority. She talks quickly, and when the nurse tries to break the communication loop by asking for clarification, she gets upset, which contrasts with the principles of effective leadership in nursing. This doctor frequently micromanages nursing personnel while they provide care, and she requires that all supplies and prescriptions be laid up according to her standards during the operation. This rigorous approach may result in unfavorable experiences for employees and raise burnout and job discontent (Zhend et al. 2025, pp. 2). These observations provide valuable insight into leadership challenges and their impact on staff well-being, which are key considerations in NURS FPX 4005 assessment 1.
Offering personal criticism while providing patient care is not the right time. Due to the enormous power disparity she maintains by her authoritarian leadership style, I frequently find myself anticipating the idea of working with this doctor, which highlights the importance of leadership development and reflection in nursing practice. It was characterized by her failure to work together to provide the patient with care and determine what was causing the patient’s fast decline. I didn’t feel confident enough to express my worries without fear of her reprisal. Our working relationship became strained as a result, and I discovered that our mutual trust was damaged.
Best Practice in Nursing Leadership
Building a positive cultural dynamic inside the hospital and healthcare system requires effective leadership in nursing. In hospitals, hierarchical administration is still the norm. The power gap between clinical personnel and administration can be reduced, though, by the leadership style of those in authority. “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, pp. 1421). Understanding these dynamics is essential for analyzing leadership effectiveness within the context of NURS FPX 4005 assessment 1.
This is in direct opposition to servant style, which lowers workplace deviance, turnover, and burnout (Demeke et al. 2024, pp. 9). Employee compliance and job satisfaction are observed to be higher under leaders who use a collaborative leadership style. To support safe, equitable,
and effective patient care, a supervisor-employee relationship based on trust is essential, which is also a key aspect of leadership development and reflection.
Personal Leadership Style Development
Due to my innate desire to help others, my leadership style can be characterized as servant leadership. This stems from my own life experience, since I was brought up by a military father who placed a strong emphasis on respect and service, which I continue to explore through nurse leadership reflection activities. The four fundamental nursing principles of nonmaleficence, benevolence, justice, and autonomy must also be upheld by nurses. Although these are frequently used in patient care, I believe they can also be used in interactions with coworkers. Leading those who, in my opinion, lack the same selfless desire to assist others is a challenge I encounter, which provides an important area for reflection on collaborative working in nursing. Getting to know my colleagues better and understanding their care from their point of view would help me comprehend the obstacles that stand in the way of their own distinctive service offering. This reflection on my personal leadership style is a key component of NURS FPX 4005 assessment 1.
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
