Collaborative Practice and Leadership Flashcards

Flashcards based on lecture notes covering interprofessional and intraprofessional collaborative practice, collaborative leadership, and related concepts.

Intraprofessional Collaboration

A relational and respectful process among nursing colleagues that allows for the effective use of the knowledge, skills, and talents of all nursing designations to achieve optimal health and health system outcomes.

Interprofessional Collaboration

Occurs when learners/practitioners, patients/clients/families, and communities develop and maintain interprofessional working relationships that enable optimal health outcomes.

Elements of Collaboration

Respect, trust, shared decision making, and partnerships.

Interprofessional Care

Occurs when a variety of health care providers work together with patients, families, and communities to provide integrated and comprehensive services of the highest quality across settings.

Benefits of Effective Collaboration in Healthcare

Improve health outcomes and decrease health care costs by decreasing duplication of services, error rates, length of hospital stay, and staff turnover.

Strategy to Strengthen Intraprofessional Collaboration

Communication with nurses from all designations to clarify attitudes, needs, and strategies associated with strengthening intraprofessional collaboration.

Foundational Facets for Strengthening Intraprofessional Collaboration

Trust, respect, accountability, and effective communication.

Core Elements Oriented Around Persons Needing Care in Collaboration

Professional identity, working to full potential, structures, and leadership.

Impact of Integrating Interprofessional Education in Nursing Programs

Removing educational silos will accelerate the development of competencies associated with effective intra- and interprofessional collaboration.

Advocacy Role of Nurse Leaders

Nurses leaders, administrators and individuals in policy roles can advocate for policies that support all nurses to work to their maximum professional practice.

Conditions that Shape Power Relations

One role is more dominant and has more power relative to another; relationship between roles is structured according to the needs and interests of the dominant role; practices of subordinate role make the activities of the dominant group possible, and subordinate role need to understand the domain of both the dominate group and of their own.

Negative Impacts of Power Dynamics in Collaboration

Enacting power through reinforcing professional boundaries, defending professional turf, and subordinating others can become habits that drain energy and prevent collaboration.

Collaborative Leadership

A style of distributed or nonhierarchical leadership grounded in the belief that all members can be smarter, more creative, and more competent than one person alone.

Characteristics of Collaborative Leadership

Shared vision and values, interdependence and shared responsibility, mutual respect, empathy and willingness to be vulnerable, ambiguity, effective communication, and synergy.

Impact of a Collaborative Leadership Approach

Improvement in quality of care, reduction in costs, potential for better support and trust from stakeholders, and a greater sense of responsibility leading to better results.

Practice Themes for Collaborative Leaders

Tailor approach to address context they are working in; make connections with stakeholders across sectors; enable communication and remain open to ideas from all stakeholders; help shape a shared vision of the collaborative effort; assure stakeholders have necessary skills to meet shared goal; orchestrate/manage stakeholders; contribute own expertise and skills to collaborative effort.

Barriers to Collaborative Leadership

More time-consuming and resistance from stakeholders who are used to making their own decisions rather than sharing responsibility.

Intrapersonal Dimensions of Relational Leadership

Focuses on self-awareness and the internal processes that shape an individual’s leadership style.

Interpersonal Dimensions of Relational Leadership

Examines the relationships between leaders and their followers.

Contextual Dimensions of Relational Leadership

Situates leadership within specific sociopolitical, historical, economic, and organizational contexts.

Application of Relational Leadership in Nursing - Formal Nursing Leaders

Nurse managers and directors can adopt relational leadership by prioritizing team well-being, facilitating open communication, and supporting staff development.

Application of Relational Leadership in Nursing - Informal Nursing Leaders

Staff nurses and team members can embody relational leadership by mentoring peers, advocating for collaborative practices, and fostering a positive work culture.

Get on the Balcony (Relational Leadership Practice)

Encourages leaders to step back to gain a broader perspective of the situation.

Find out where people are ‘at’ (Relational Leadership Practice)

Understanding where individuals stand emotionally and professionally is crucial for effective leadership.

Listen to the song beneath the words (Relational Leadership Practice)

Paying attention not just to spoken words but also to non-verbal cues and underlying emotions.

Distinguish technical from adaptive challenges (Relational Leadership Practice)

Recognize the difference between technical challenges (can be solved with existing knowledge) and adaptive challenges (requires shifts in mindset and behaviour).

Anchor yourself (Relational Leadership Practice)

Having a strong sense of purpose and commitment helps navigate complex situations.

Diagnose the situation (Relational Leadership Practice)

Fully understand the situation before acting. Gather data, listen to feedback, and consider various perspectives.

Create a sanctuary (Relational Leadership Practice)

Build a support network of allies as this vital for sustainable leadership.

Enlist your relational inquiry toolbox to help you choose your actions (Relational Leadership Practice)

Use a variety of strategies to connect with team members on multiple levels to enhance leadership effectiveness.

Authentic Leadership

A pattern of transparent and ethical leader behaviour that encourages openness in sharing information needed to make decisions while accepting followers’ inputs.

Self-Awareness (Authentic Leadership Dimension)

Leaders understanding their values, emotions, and the impact of their behaviour on others. It promotes open communication and trust.

Internalized Moral Perspective (Authentic Leadership Dimension)

The alignment of a leader’s actions with their ethical values and principles.

Balanced Processing (Authentic Leadership Dimension)

Entails the objective evaluation of information before making decisions. Authentic leaders consider diverse viewpoints and data, which encourages collaboration and inclusivity.

Relational Transparency (Authentic Leadership Dimension)

The ability to openly share information, feelings, and thoughts, fostering trust and collegiality among team members.

Honeymooning Stage (Group Development)

Team members first come together and experience the excitement of working together to create something new.

Forming Stage (Group Development)

Team members initially meet to get acquainted with each other and the opportunities they will pursue together.

Storming Stage (Group Development)

Team members communicate with each other and begin to express their opinions.

Norming Stage (Group Development)

Team members accept other viewpoints, follow rules of the group, and achieve the spirit of cooperation.

Performing Stage (Group Development)

Team members are competent; group norms are well established; team works together efficiently.

Adjourning Stage (Group Development)

Team members complete tasks that first brought them together and a new evolution of the team ensues.

Role of Nurse Leaders in Addressing Calls to Action

Need to actively engage in processes of decolonization.

Value of a Health Equity Approach

Creates an environment of collaboration and support.

Role of Public Health in Reducing Inequities for Indigenous Peoples

Going upstream/addressing the root causes of inequities by creating policies and practices that prevent inequities.

Inclusive Leader

A leader who believes that what will take in a change of a large magnitude is a focus on people.

Authentic Leadership (Inclusive Leadership)

Framework that describes how important it is for a leader to know oneself to lead others, as well as to be an engaged follower when appropriate.

Cultural Humility (Inclusive Leadership)

Individuals can develop a person-centered leadership style through continuous self-reflection and development related to diversity, equity, and inclusion.

Community Engagement - Nursing Organizations

Work in collaboration with partners and respond to issues, to promote overall health and well-being.

Emerging Leaders (Inclusive Leadership)

Right mentors are vital for supporting inclusive leadership development.

Mid-Career (Inclusive Leadership)

Serve as a unique opportunity to serve to bridge “old” and “new” perspectives and propel the nursing workforce forward.

Senior Leadership (Inclusive Leadership)

Crucial in developing a culture of inclusivity. Required leaders to acknowledge that such a culture has not always been in place.

Inclusive Leadership Training (Nursing Organizations)

Provide education on cultural competence, emotional intelligence, and equity-focused decision-making.