Transformational leadership (TL) functions as a fundamental element in developing collaborative healthcare settings. Working as a nurse has allowed me to experience firsthand that strong leadership brings better teamwork and better results in patient care. This reflection investigates a collaborative experience between healthcare professionals through an analysis of leadership styles that were either successful or failed.

Interdisciplinary Collaboration Experience

The interdisciplinary group of nurses, physicians, pharmacists, and social workers managed the complex medical needs of a patient under my clinical care. Our objective focused on creating a discharge plan for providing continuous care. The teamwork produced limited success due to several obstacles. Regular meetings occurred as the team reviewed the patient’s current medical state, therapy approach, and discharge planning strategies. The team experienced problems completing the discharge plan because members failed to maintain an effective dialogue.

The pharmacist showed expertise in medication management, the social worker discovered useful resources that the patient could access following discharge. The team members helped enhance the safety of patients while promoting better treatment compliance. The nurse and physician disagreed about when the patient should be discharged, causing professional strain between them. Role definitions that were unclear caused meetings to become less effective through repeated discussions. Eliminating dueling perspectives between staff would be possible by using the SBAR system to structure workplace communication. A clearer definition of responsibilities with enhanced respect among team members will improve the coordination and strategic choices among team members.

Effective vs. Ineffective Leadership in Collaboration

The provision of leadership functions as an essential element for directing interdisciplinary teams while nurturing their team collaboration. During this experience, I witnessed two different leadership approaches including TL with authoritarian leadership. Open dialogue and team member input value served as ways for the nurse manager to display TL which empowered everyone to join. Officials in this different workplace exercised authoritarianism by making decisions independently without consulting their team members. Staff members became frustrated as they lost motivation which in turn decreased their efforts to collaborate. The TL combines flexibility with emotional understanding and attentive communication fosters group cohesion alongside team connections but authoritarian leadership through firmness and weak interaction prevents collaboration (Ystaas et al., 2023).

Best-Practice Leadership Strategies

TL should be integrated through these strategies to improve Interdisciplinary Collaboration (IPC). Encouraging a shared vision promotes higher engagement and collaboration among healthcare teams. Continuous professional development through mentorship programs and leadership training improves nurses’ ability to take initiative in team-based care (Ystaas et al., 2023).

Best-Practice Interdisciplinary Collaboration Strategies

Evidence-based strategies should be adopted to enhance IPC in discharge planning. Implementing structured communication tools such as the TeamSTEPPS model ensures clear and standardized communication among team members, reducing errors in discharge instructions. Regular interdisciplinary discharge planning meetings align care plans, address patient needs, and foster mutual understanding among healthcare professionals. Technology-driven collaboration, such as utilizing integrated EHR systems, facilitates real-time data sharing, ensures accurate medication reconciliation, and minimizes discrepancies in post-discharge care (Schnipper et al., 2021).

Developing Leadership Style

To further support TL strategies, servant leadership skills must be enhanced, which prioritize team members’ needs and foster a supportive work environment. This can be achieved by actively seeking feedback, engaging in continuous education on leadership, and practicing emotional intelligence to enhance interpersonal relationships. Participating in leadership training programs focused on conflict resolution and team motivation can also strengthen these skills (Kyambade et al., 2024).

Conclusion

Effective leadership and IPC are essential for improving patient outcomes in discharge planning. By adopting TL and evidence-based strategies, healthcare teams can enhance communication, coordination, and patient safety. Continuous development of leadership skills will empower teams to achieve their goals and deliver high-quality care.

References

Kyambade, M., Nkurunziza, G., Sewante, L., Namatovu, A., & Tushabe, M. (2024). Servant leadership and healthy work relationships in university context: A moderated mediation analysis of psychological safety and socially responsible leadership. Cogent Education, 11(1). https://doi.org/10.1080/2331186x.2024.2418802

Schnipper, J. L., Fitall, E., Hall, K. K., & Gale, B. (2021). Approach to improving patient safety: Communication. Patient Safety Network, 1(1). https://psnet.ahrq.gov/perspective/approach-improving-patient-safety-communication