Student Name
Capella University
NURS-FPX 5007 Leadership for Nursing Practice
Prof. Name
Date
Intervention Strategy
In modern healthcare systems, nursing leadership must remain flexible and responsive to continuously improve patient safety, clinical outcomes, and interdisciplinary coordination (Flaubert et al., 2021a). On the 5 West medical-surgical unit, the newly appointed nurse manager, Sarah, has identified persistent concerns related to patient falls and medication administration errors. Despite earlier safety initiatives, the recurrence of these incidents indicates that existing measures have not been fully effective, necessitating a more structured, evidence-based intervention plan.
The overarching aim of the intervention is to strengthen leadership capacity in a way that improves safety performance, enhances teamwork, and standardizes clinical workflows. By adopting a transformational leadership approach, Sarah can actively engage staff, encourage behavioral change, and reduce resistance to updated safety procedures. This approach is particularly relevant in environments where experienced staff may be resistant to change, as it promotes inclusion rather than top-down enforcement.
Transformational leadership is associated with empowering clinicians to actively contribute to system improvement. It is grounded in trust-building, shared decision-making, and mutual accountability. Within this framework, Sarah can motivate her team to implement updated fall-prevention protocols and improve medication reconciliation processes. Over time, this contributes to a psychologically safe environment where staff feel comfortable reporting near-miss events, which strengthens overall patient safety performance (Ystaas et al., 2023).
Most Applicable Leadership Theory to Solve the Leadership Problem
Transformational leadership is the most suitable theoretical approach for addressing the operational and behavioral challenges present on the 5 West unit. This model is particularly effective in situations where staff engagement is inconsistent and resistance to procedural change exists, as seen among experienced personnel such as Ben (Ystaas et al., 2023).
Rather than relying on rigid hierarchy or directive supervision, transformational leaders promote change through shared vision, empowerment, and active collaboration. For Sarah, this means incorporating staff input into decisions, maintaining transparent communication, and fostering collective responsibility for outcomes. These practices help reduce blame-oriented culture, improve communication flow, and increase adherence to safety standards, particularly in high-risk areas such as medication administration and fall prevention.
NURS FPX 5007 Assessment 3 Intervention Strategy
A comparison of transformational and traditional leadership approaches in healthcare is outlined below:
| Leadership Aspect | Transformational Leadership | Traditional Leadership |
|---|---|---|
| Team Engagement | High involvement with shared ownership | Limited engagement; directive approach |
| Approach to Errors | Focus on learning and improvement | Punitive, blame-oriented response |
| Communication Style | Two-way, open dialogue | One-directional instructions |
| Improvement Orientation | Continuous innovation and adaptation | Compliance-focused and static |
| Staff Morale and Cohesion | Generally high due to trust and recognition | Often reduced under stress and hierarchy |
In addition, collaboration with interdisciplinary colleagues such as Dr. Chen and Maya strengthens implementation success. Dr. Chen contributes clinical expertise, while Maya supports the integration of digital systems, particularly for medication reconciliation and fall-risk monitoring tools (Onaca & Fleshman, 2020). This shared leadership structure improves engagement among resistant staff by distributing ownership of change initiatives.
Organizational Change Model Influences on an Intervention Strategy
To ensure that improvements are sustained beyond initial implementation, Lewin’s Change Management Model provides a structured framework consisting of unfreezing, changing, and refreezing phases (Stanz et al., 2021).
Unfreezing
This initial phase focuses on disrupting existing routines and increasing awareness of the need for change. Sarah can present unit-specific data on fall incidents and medication errors to highlight performance gaps. Supporting this, Dr. Chen may share anonymized clinical cases to reinforce the risks associated with current practices and strengthen urgency for change.
Changing
During this phase, new practices and tools are introduced. These include standardized fall-prevention protocols and digital medication reconciliation systems. Maya can facilitate training sessions to support staff competency with these technologies. Open communication and clearly defined expectations are essential to reducing uncertainty and encouraging adoption (Onaca & Fleshman, 2020).
Refreezing
The final phase focuses on embedding new behaviors into routine practice. Reinforcement strategies such as ongoing audits, structured feedback sessions, and recognition of compliance are used to stabilize improvements. Continuous leadership presence from Sarah, supported by Dr. Chen and Maya, ensures accountability and long-term adherence to new standards.
Application of Lewin’s Change Model in the 5 West Unit
| Lewin’s Stage | Application in 5 West Unit |
|---|---|
| Unfreezing | Present data on falls and medication errors; use real case examples to emphasize urgency |
| Changing | Introduce digital medication systems and standardized protocols; conduct staff training led by Maya |
| Refreezing | Perform audits, provide feedback, and reinforce compliance through recognition systems |
Integration with Healthcare Policies
Healthcare policy frameworks provide essential structural and legal support for quality improvement initiatives. The Patient Safety and Quality Improvement Act (PSQIA) encourages transparent reporting of medical errors by offering legal protections, thereby reinforcing a learning-oriented culture aligned with transformational leadership principles (HHS, 2022).
The Affordable Care Act (ACA) further supports the adoption of digital health technologies, which aligns with Sarah’s plan to implement electronic medication reconciliation systems (Flaubert et al., 2021a). In addition, the Nursing Workforce Development Act (NWDA) promotes continuing education and leadership development, enabling nurses to strengthen managerial competencies while fostering a culture of safety and accountability (Flaubert et al., 2021b).
Conclusion
Combining transformational leadership with Lewin’s Change Management Model provides a comprehensive strategy for addressing persistent patient safety challenges on the 5 West unit. These frameworks collectively enhance collaboration, reduce resistance to change, and promote accountability across the team. When supported by policies such as PSQIA, ACA, and NWDA, the intervention gains additional institutional and regulatory reinforcement. Together, these strategies establish a sustainable culture of evidence-based practice and shared leadership, ultimately improving patient safety outcomes and organizational performance.
References
Flaubert, J. L., Naylor, M. D., & Martin, C. (2021a). The future of nursing 2020–2030: Charting a path to achieve health equity. National Academies Press.
Flaubert, J. L., Naylor, M. D., & Martin, C. (2021b). Nursing leadership and policy reform. National Academies Press.
HHS. (2022). Patient Safety and Quality Improvement Act of 2005. U.S. Department of Health and Human Services. https://www.hhs.gov/hipaa/for-professionals/special-topics/patient-safety/index.html
NURS FPX 5007 Assessment 3 Intervention Strategy
Kiwanuka, S. N., Tulenko, K., & Nalwadda, C. (2020). Impact of leadership on health care quality in the ICU: A study of Uganda’s hospitals. Health Policy and Planning, 35(6), 713–722. https://doi.org/10.1093/heapol/czaa036
Onaca, N., & Fleshman, M. (2020). Building safety culture through transformational leadership. Journal of Nursing Management, 28(7), 1551–1558. https://doi.org/10.1111/jonm.13118
Stanz, K., Wolf, J., & Schneider, B. (2021). Applying Lewin’s change model in health care. Change Management Review, 18(3), 45–59.
NURS FPX 5007 Assessment 3 Intervention Strategy
Ystaas, I., Pettersen, B., & Aase, K. (2023). Transformational leadership and patient safety outcomes: A narrative review. Journal of Healthcare Leadership, 15, 21–34. https://doi.org/10.2147/JHL.S382930