Transformational Leadership Theory
Transformational leadership, developed first by Burns (1978), is based on the concept of empowering all team members (including leaders) to work together to achieve a shared goal (Denisco and Barker,2016, p. 135). Advanced practice nurses are being called on and challenged to lead changes in the healthcare organizations to improve quality, decrease adverse events, reduce costs and enhance patient satisfaction. Transformational leadership is widely accepted in the healthcare industry and nursing is the preferred leadership style to accomplish this goal.
The Institute of Medicine (IOM) report, The Future of Nursing: Leading Change, Advancing Health, identifies Interprofessional collaboration among health care providers as an essential part of improving the accessibility, quality, and value of health care in the United States. Interprofessional practice include integrated care, team approach (through training and education), communication, and respect (Interprofessional Education Collaborative Expert Panel, 2011). Health professionals can improve the quality and coordination of healthcare by promoting a team-based approach to education and practice across all health disciplines.
Communication is needed in Interprofessional education and SBAR (Situation, Background, Assessment and Recommendation) is a best example as many facilities are paying attention on this to encourage their staff for effective communication. This method allows all participants to participate consistently in communication. Interdisciplinary team work is a complex process in which different types of staff work together to share expertise, knowledge, and skills to impact on patient care. It includes the interdisciplinary team of healthcare field. Everybody who is a part of team can lead it. Lack of communication creates situations where medical errors can occur. These errors have the potential to cause severe injury or unexpected patient death. Some other potential barriers are lack of training in interprofessional collaboration, lack of framework for problem discovery and resolution, lack of commitment of team members, and inadequate decision making.
Clarke, P., & Hassmiller, S. (2013, October 26). Nursing leadership: Interprofessional education and practice. Retrieved from http://www-ncbi-nlm-nih-gov.samuelmerritt.idm.oclc.org/pubmed/24085670?dopt=Abstract
Denisco, S. M., & Barker, A. M. (2015). Advanced practice nursing. Burlington, MA: Jones & Bartlett Learning.