Soraya Humphries, New Co-worker Orientation Coordinator Works with Julie to research the impact of having a patient/family member present their testimony during new co-worker orientation. Julie Hopkins, BSN/RN, Clinical Education Specialist Researches impact of having a patient/family member present their testimony during new co-worker orientation. Holly Oliver, Volunteer Coordinator Works with John to develop policy/guidelines for patient volunteers John Roller, Director of Human Resources Develops policy and guidelines for patient volunteers to present their testimony during new co-worker orientation Team Diversity Cultural diversity within a team brings an opportunity for growth personally and professionally with each team member. It allows for new ideas to be presented and understanding of how and why different team members think and react. Cultural diversity in a team is especially important to competently serve a multicultural region, such as the part of the country that this healthcare facility is in. For example, there are 162 dialects present in the student population of the local high school. Many global companies have headquarters in the
Organizational Leadership 15 area, such as Wal-Mart and J.B. Hunt. By having a multicultural representation, different perspectives can be presented on expectations of different cultures and help the team to develop goals that will enable to facility to meet their vision of patient centered care along with cultural competency. The success of the multidisciplinary team to integrate a patient centered practice into the orientation process depends on the diversity of the individual team members. This will enable the team to address any deficiencies in language barriers, race, religion, age, and cultural barriers. By forming a culturally diverse team, it enables the team to effectively problem-solve and widen their vision for the proposed implementation. Leadership Theory Transformation leadership is defined by Sullivan as “ leadership that emphasizes the importance of interpersonal relationships.” (Sullivan, 2017, p. 46) It is not transactional, as it does not require a reward for action component. The transformational leader demonstrates an ability to encourage team members to develop interpersonal relationships so that change is implemented in the facility that effect human services. This will create loyalty of the team member to the vision of the committee. This leadership theory would be most beneficial in developing the multidisciplinary team and implementing the use of a patient/family advocate in new co-worker orientation. The goal is for the new co-worker is to develop an emotional bond with a patient advocate during orientation so that they will be inspired to deliver patient centered care. The use of the transformation leadership style helps to generate employees’ commitment to the vision or ideal rather than to
Organizational Leadership 16 themselves by inspiring the team members to do the same while they are developing the strategy to implement the goal.
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