Prepare a 10–12-slide PowerPoint presentation for department managers on building leadership and trust in collaborative teams. Perhaps the best predictor of team success is its clarity of purpose and the team's commitment to achieving it. To support that purpose, a team needs a process that moves smoothly from vision and mission to goals and tasks in order to achieve the desired outcomes. The foundation of both purpose and process is leadership. Show Less Any form of collaboration is an inherently human process. The culture of an organization can dramatically affect team efficacy and performance. The glue that holds teams together is trust. Three factors can help build trust in collaborative environments: performance and competence, integrity, and concern for the well-being of others. By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria: Competency 1: Explain strategies for effective interprofessional teamwork and collaboration in health care delivery. Identify leadership behaviors that build trust and undermine trust within teams. Describe strategies team members can use to build trust among each other. Describe principles of effective interprofessional team leadership. Competency 2: Analyze the implications of working with interprofessional teams in multifaceted health care settings. Explain the consequences of a team that does not trust its leader in terms of patient safety. Competency 4: Communicate in a manner that is scholarly, professional, and consistent with expectations of a nursing professional. Write content clearly and logically, with correct use of grammar, punctuation, and mechanics. Use correct APA format. Competency MapCheck Your ProgressUse this online tool to track your performance and progress through your course. Toggle Drawer Context "There is a need for nursing leaders to provide inspiration, mentorship, and direction, whether it be for a patient or the profession" (Mahoney, 2001, p. 269). Mahoney's point is that leaders are needed at all levels, all functions, and all specialties of nursing. Leadership skills are especially important when guiding or facilitating a team. Show Less But what makes a skilled leader? Aranda, Aranda, and Conlon (1998) suggest that five elements are critical: sharing an inspired vision, challenging team processes, modeling effective team behaviors, empowering team members, and encouraging the heart (pp. 45–46). Leaders must deal with conflict, decision making, and goal achievement. In health care today, there are more teams (including virtual teams) of multidisciplinary professionals than ever before. To lead these teams effectively and successfully, the roles and responsibilities of each team member need to be clearly defined, along with clear descriptions of how the team will make decisions. Trust is an important factor in multidisciplinary team collaboration as well, and it is measured in terms of reliability and communication. A competent and effective leader knows how to build trust across boundaries (geographic, cultural, gender, age, et cetera) to tap the skills and talents of each team member, resulting in team success. References Aranda, E. K., Aranda, L., & Conlon, K. (1998). Teams: Structure, process, culture, and politics. Upper Saddle River, NJ: Prentice Hall. Mahoney, J. (2001). Leadership skills for the 21st century. Journal of Nursing Management, 9(5), 269–271. Toggle Drawer Questions to Consider To deepen your understanding, you are encouraged to consider the questions below and discuss them with a fellow learner, a work associate, an interested friend, or a member of your professional community. Show Less What leadership skills are most important for leading successful teams? What kind of team leader are you? How do leaders in your own organization build and maintain trust? Toggle Drawer Resources Suggested Resources The following optional resources are provided to support you in completing the assessment or to provide a helpful context. For additional resources, refer to the Research Resources and Supplemental Resources in the left navigation menu of your courseroom. Capella Resources APA Paper Template. APA Paper Tutorial. Show Less Library Resources The following e-books or articles from the Capella University Library are linked directly in this course: Nathanson, B. H., Henneman, E. A., Blonaisz, E. R., Doubleday, N. D., Lusardi, P., & Jodka, P. G. (2011). How much teamwork exists between nurses and junior doctors in the intensive care unit? Journal of Advanced Nursing, 67(8), 1817–1823. Orchard, C. A. (2010). Persistent isolationist or collaborator? The nurse's role in interprofessional collaborative practice. Journal of Nursing Management, 18(3), 248–257. Moore, L. W., Leahy, C., Sublett, C., & Lanig, H. (2013). Understanding nurse-to-nurse relationships and their impact on work environments. MEDSURG Nursing, 22(3), 172–179. McNeil, K., Mitchell, R., & Parker, V. (2013). Interprofessional practice and professional identity threat. Health Sociology Review, 22(3), 291–307. Marshall, A. P., West, S. H., & Aitken, L. M. (2013). Clinical credibility and trustworthiness are key characteristics used to identify colleagues from whom to seek information. Journal of Clinical Nursing, 22(9/10), 1424–1433. Cameron, S., Harbison, J., Lambert, V., & Dickson, C. (2012). Exploring leadership in community nursing teams. Journal of Advanced Nursing, 68(7), 1469–1481. Giltinane, C. L. (2013). Leadership styles and theories. Nursing Standard, 27(41), 35–39. Tiffan, B. (2014). The art of team leadership. American Journal of Health-System Pharmacy, 71(10), 799–801. Lomas, C. (2012). Leading by example. Nursing Standard, 26(35), 18–20. Course Library Guide A Capella University library guide has been created specifically for your use in this course. You are encouraged to refer to the resources in the BSN-FP4017 – Collaborative Group Process for Nursing Professionals library guide to help direct your research. Bookstore Resources The resources listed below are relevant to the topics and assessments in this course and are not required. These resources are available from the Capella University Bookstore. When searching the bookstore, be sure to look for the Course ID with the specific –FP (FlexPath) course designation. Levi, D. (2017). Group dynamics for teams (5th ed.). Thousand Oaks, CA: Sage. Chapters 13 and 16. Assessment Instructions Requirements You have been asked by organizational leadership to develop a PowerPoint presentation for department managers on building leadership and trust in collaborative teams. Your presentation should be 10–12 slides in length and include a references slide at the end. Use the notes section of each slide to expand your talking points and reference your resources. Be sure your references are formatted according to APA guidelines. This assessment examines two critical components for interprofessional team success: leadership and trust. Develop a PowerPoint presentation in which you: Identify at least three leadership behaviors that build trust within a team. Identify at least three leadership behaviors that undermine trust within a team. Explain the consequences of a team that does not trust its leader in terms of patient safety. Describe strategies team members can use to build trust among one another in terms of skill, knowledge, and responsibility. Describe principles of effective interprofessional team leadership. In other words, what skills and qualities should a good team leader possess? Is there a difference between being a good leader and being an effective leader? Additional Requirements Include a title slide and references slide. Create 10–12 slides in addition to the title and references slides. Use at least three current scholarly or professional resources. Use APA format for references. Be creative. Consider your target audience.

During its first month of operation, the Rawls Repair Company, which specializes in bicycle repairs, completed the following transactions:Oct. 1   Owner, John Rawls, began business by investing $12,000 in exchange for common stock.Oct. 1   Paid the premium on a one-year insurance policy, $1,200.Oct. 1   Paid the current month's rent, $1,040.Oct. 3   Purchased repair equipment from Conklin Company, $4,400 by signing a 2-year note.Oct. 8   Purchased repair supplies from McKenna Company on credit, $390.Oct. 19    Made partial-payment to McKenna Company, $200.Oct. 20  Paid wages to part-time assistant, $500.Oct. 31   Cash bicycle repair revenue for October, $2,672. (for simplicity, record this all at once,   rather than daily)Oct. 31   The owner (and sole stockholder), John Rawls, was paid a dividend of $400.Oct. 31 Received a bill for October utilities, $185, to be paid in November.REQUIREMENT #1:Prepare journal entries to record the October transactions in the Journal.REQUIREMENT #2:Post the October journal entries to the T-Accounts and compute ending balances.REQUIREMENT #3:Prepare a trial balance at October 31.REQUIREMENT #4:Prepare Oct. 31 adjusting entries in the Journal using the following information.a) One month's worth of prepaid insurance has expired.b) The remaining amount of repair supplies at month-end is $194.c) The estimated monthly depreciation on repair equipment is $70.d) Unpaid wages at Oct. 31 are $100.Requirement #5:Post your adjustments to the T-accounts and compute adjusted balances. (Just add to the October T-accts.)Requirement #6:Prepare an Adjusted Trial Balance.Requirement #7:Prepare the financial statements for Rawls Repair Company as of October 31:Income StatementRetained Earnings StatementClassified Balance SheetRequirement #8:Prepare the closing entries at October 31 in the Journal.Requirement #9:Post the closing entries to the T-accounts and compute ending balances.  (Just add to the adjusted balances already listed.)Requirement #10:Prepare a post-closing trial balance as of October 31.project123.docx 

Go to the HealthGrades Web site’s Patient Safety Excellence Award™ Recipients 2017 page and review the Patient Safety report of one of the hospitals listed there. Here’s how: The "Patient Safety Excellence Award™ Recipients 2014" page lists  hospitals that received the award. Click one of the hospitals, and you  will be taken to that hospital’s Hospital Quality report. Click the report’s Patient Safety tab and scroll down to the “Patient Safety Indicators” table. Examine the information in the safety report from the point of view  of a patient. State how patient safety ratings would influence your  choice of hospital. Which, for you, are the most critical indicators?  Give reasons citing indicators and results for those chosen indicators.  Write your analysis in one page. Now, think like a risk manager. List the safety indicators that pertain to the high-risk area you selected in Week 1.  This will require some research. Chart audits are widely used, but the  information in them varies. For example, checking for proper signatures  on all forms and orders can be used universally, while daily recording  of medication refrigeration temperature will only be used in some areas. Select a minimum of three and a maximum of four indicators for measurement in your quality improvement program. For each indicator, include the following information:     Indicator Describe the indicator.   Rationale Explain why this indicator is suitable for the high-risk area you have chosen.   Measurement Describe and explain how you will measure this indicator. Finally, explain how these indicators taken together cover all aspects of quality in the high-risk area. Put together your analysis of patient safety ratings and your list of  indicators in a Word document that includes an introduction and  conclusion.