QSEN: Teamwork and Collaboration; Knowledge

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In the previous post, we looked at, the QSEN competency of Teamwork and Collaboration and how poor communication can make for an unsafe environment for patients and employees.  Therefore, having a team that can communicate and function well together is of utmost priority for the interprofessional teams that exist in healthcare to work safely and effectively (Rabøl, et al., 2013).  This post will examine more closely, the first part of the knowledge portion of the Teamwork and Collaboration competency, which deals with the leader understanding the strengths, limitations, and values of themselves and the other parties functioning as a member of a team (QSEN, 2016).  Studies suggest leaders need to be self-aware and that focusing on intellectual self-enhancement should be one of the first steps in the team building process (Leising, et al., 2013). Often, how well the team functions is dependent on the leader having a strong self-image and realization of their effect on the team. Stare, Pezdir, & Boštjančič,  (2013) explain how stress levels at work can be directly correlated to the behaviors of the leader and how having a leader that demonstrates positive coping styles can positively influence the team. 

Awareness of Self and Others

One long-studied phenomenon in psychology is self-perception, and how different people view themselves n the world (Leising, et al., 2013).  Deary, Whiteman, Starr, Whalley, & Fox, (2004) as cited in Leising, et al. (2013) claim that research demonstrates that the people that attain leadership positions in society are those with greater intellectual capacity.  These people tend to have positive opinions of themselves are generally happier and content with they person they are.  It is believed that as a result of these positive opinions these leaders tend to be more welcoming and friendly because they have less fear of rejection (Leising, et al., 2013).   

Much evidence supports that nurses want to work in positive environments that support safety, quality, and recognize good work (Sherwood,  & Zomorodi, 2014).  But one of the most challenging parts creating an effective and competent team, which might work well and be able to reach goals, is being able to assess the level of competence and skill of the members.  Many variables need to be evaluated by the leader, including divergence of definitions and opinions regarding the process of teamwork (O'Neill, T. A., Goffin, R. D., & Gellatly, 2012).  So while evaluating the strengths, limitations and values of all of the members of the team sounds simple, it can be quite a difficult task.  A leader that is able to self-evaluate and focus on self-enhancement will gain greater intellectual functioning.  Intellectual functioning is often seen as a highly relevant psychological domain as it is usually strongly correlated with cognitive ability (Leising, et al., 2013).  

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Stress Levels at work

Stare, Pezdir, & Boštjančič,  (2013) explain how leadership has a direct impact on the success or failure of an organization and how stress at work contributes to an individual's understanding organizational events and changes.  If the worker perceives high levels of stress, they may view any changes as negative and be less willing to aid in the facilitation of the change. Having a leader that takes the time to develop an understanding of their self and can build upon their strengths, and then transfer that knowledge to the employees as a mentor/ coach in a way that attempts to account for individual needs, can be inspiring.  Strategies that effectively manage stress and that allow for open communication between staff can enable staff to see the stressful situations from a positive aspect and envision the positive outcome (Stare, Pezdir, & Boštjančič, 2013).

Conclusion

Continuing on the QSEN competency; Teamwork and collaboration, and looking more closely at the first part of the knowledge aspect of that competency it is easy to see why self and team assessment is such a vital part of meeting that competency.  The leader that is self-aware and attempts to enhance their self can gain an increase in cognitive ability that may assist in team assessment and help them to gain knowledge to develop positive coping skills.  Leaders with improved self-concept, effective/open communication skills and effective coping skills inspire team members and help them to see a positive resolution through the stress of change

References

Leising, D., Borkenau, P., Zimmermann, J., Roski, C., Leonhardt, A., & Schütz, A.

 (2013). Positive self-regard and claim to leadership: Two fundamental forms

of self-evaluation.European Journal of Personality, 27(6), 565-579.

doi:10.1002/per.1924.

O'Neill, T. A., Goffin, R. D., & Gellatly, I. R. (2012). The knowledge, skill, and ability

            requirements for teamwork: Revisiting the teamwork- KSA test's validity.

            International Journal of Selection & Assessment, 20(1), 36-52

QSEN (2016). Competencies.  Accesses 19 May, 2016. http://qsen.org/ competencies/

Rabøl, L. I., McPhail, M. A., Østergaard, D., Andersen, B., & Mogensen, T. (2012).

            Promoters and barriers in hospital team communication. A focus group study.

            Journal of Communication In Healthcare, 5(2), 129-139.

            doi:10.1179/1753807612Y.0000000009

Sherwood, G., & Zomorodi, M. (2014). A new mindset for quality and safety: The

            QSEN competencies redefine nurses' roles in practice. Nephrology Nursing

            Journal, 41(1), 15-72 58p.

Stare, J., Pezdir, M., & Boštjančič, E. (2013). Links between perceived leadership styles

            and self-reported coping strategies. Psihologijske Teme / Psychological Topics,

            22(3), 413-4