Practice and Challenge of Collective Leadership in Multidisciplinary Nursing Collaboration
Journal: Advanced Journal of Nursing DOI: 10.32629/ajn.v5i3.2819
Abstract
Purpose: The purpose of this paper is to explore the application of collective leadership in multidisciplinary nursing collaboration and analyze its importance for improving nursing practice. Collective leadership is believed to improve the quality of care and patient satisfaction by delegating and sharing authority and promoting mutual guidance and collaboration among team members.Method: By analyzing the concept of collective leadership and its practical application in multidisciplinary nursing teams, this paper emphasizes the critical role of shared vision, goal alignment, and work motivation in team success. The research methodology includes a review of existing literature and an analysis of strategies for implementing collective leadership, particularly how to enhance teamwork through building trust and effective communication.Result: The findings show that collective leadership plays a positive role in promoting team innovation, continuous improvement, and empowering team members. Through collective leadership, care teams are able to collaborate more efficiently and improve the overall quality of care delivery, thereby increasing patient satisfaction.Conclusion: Despite the obvious advantages of collective leadership, there are also some challenges and limitations in the implementation process. The paper points out that further research and practice are needed to overcome these obstacles. Ultimately, the paper highlights the potential of collective leadership in shaping a patient-centered care culture and driving a more coordinated and integrated care practice as a key factor in improving the overall level of care delivery.
Keywords
collective leadership; multidisciplinary nursing collaboration; trust and effective communication; resource allocation; innovation and continuous cultural improvement
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[6] De Brún, A. and McAuliffe, E., 2020. Exploring the potential for collective leadership in a newly established hospital network. Journal of Health Organization and Management, 34(4), pp.449–467.
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[8] Cardiff, S., Sanders, K., Webster, J. and Manley, K., 2020. Guiding lights for effective workplace cultures that are also good places to work. International Practice Development Journal, [online] 10(2).
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[10] Vroom, V.H., 1964. Work and motivation. Wiley.
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[19] Al Ramiah, A., & Hewstone, M., 2013. Intergroup contact theory. In L. R. Tropp, M. A. Ferguson, & E. Page-Gould (Eds.), The Oxford Handbook of Intergroup Conflict, pp. 213-233. Oxford University Press.
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[21] Turnbull James, K.T., 2011. Leadership in context: Lessons from new leadership theory and current leadership development practice. London, UK: The King's Fund.
[22] Harris, J. and Mayo, P., 2018. Taking a case study approach to assessing alternative leadership models in health care. British Journal of Nursing, [online] 27(11), pp.608–613.
[23] Downey, M., Parslow, S., Smart, M., 2011. The hidden treasure in nursing leadership: informal leaders. J Nurs Manag 19, 517–521.
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[26] Herbst, N., Rios-Collazo, C., & Denison, J., 2019. Does sharing leadership actually work? An evaluation of the benefits and drawbacks of shared leadership. Journal of Education, Innovation, and Communication,1(1), pp. 32.
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