Category: Leadership

There are several DIFFERENT course assignments in here. They each have their own instructions. Initial Instructions are in attachment named “Main Instructions”

Instructions: Read the parable several times, becoming familiar with the characters and the story’s movement. Then pray and ponder its relevance to your own life.

Use these questions to help you write your essay:

What parable did you choose? What is it about? Who was Jesus addressing in the parable? What meaning does it have to you? Can you share an example of a current event or occasion when the parable was relevant to you? Include how this parable from Lukes Gospel can teach us today.

Choose one of the parables unique to Lukes Gospel below:

The two debtors 7:41-43

The good Samaritan 10:30-37

Friend at midnight 11:5-8

Rich fool 12:16-21

Severe and light beatings 12:47-48

Barren tree 13:6-9

Lowest seat at the banquet 14:7-14

Excuses for not attending a banquet 14:16-24 Building a tower 14:28-30

Waging war 14:31-32

Rich man and Lazarus 16:19-31

Pharisee and tax collector 18:10-14

Shrewd manager 16:1-9

Prodigal son 15:11-32

Widow and judge 18:2-5

Lost coin 15:8-10

Slave serves the master 17:7-10

This is your submission for your ideas for your Capstone Leadership Problem paper assignment.

This can be just a sentence or two about how you are going to proceed, what/where your city is, what you will set as the problem to be solved/addressed. It could be just a rough preliminary outline.

This assignment does not call for a lot, it is intended to be a kickstart to get you off and running.

Task 2 must be completed strictly in accordance with the ADRP Guide and paced directly in the ADRP Template provided.

The Problem and Purpose statement should be exactly what was in the Approved Concept Paper that is attached. All other information should enhance those statements which were already approved.

This paper is only what is provided below!

Task 2: The Problem, Purpose, and Central Research Question

This is a narrative assignment using the appropriate template and headings. See Applied Doctoral Research Project Template for additional guidance.

Your submission will include the following:

Title Block

Last Name, First Name

Proposed Topic

The body of the document will include:

Background of the Problem

Problem Statement

Purpose of the Study

Central Research Question and Sub-questions

Approved Concept paper and Outline are attached for information.

Please let me know if you have any questions

1.Leadership Challenge: Change Management and Innovation Healthcare organizations must frequently adjust to regulatory shifts, technological advancements, financial pressures, and rising patient expectations (Kotter, 2012). Although innovation is necessary, it often disrupts established routines and creates uncertainty. Staff may resist new workflows, adoption may vary across units, and poorly managed change can lead to confusion, frustration, and limited improvement in outcomes (Burnes, 2017). Leadership Function Mapping: Operational Leadership Operational leadership aligns closely with the demands of change management because it emphasizes structure, consistency, and accountability (UhlBien et al., 2007). Leaders in this role define clear procedures, coordinate resources, manage workload capacity, and ensure staff receive the training needed to carry out new expectations. Yukl (2013) explains that leaders are responsible for converting strategic ideas into practical, safe, and compliant workflows. Roedel (2020) adds that during uncertain periods, leaders must create clarity and predictability, so teams understand what is changing and why. This stabilizing influence is essential in healthcare environments where safety and reliability are non-negotiable. Healthcare Example A hospital implementing a new electronic health record (EHR) system may rely on operational leadership to structure training programs, standardize documentation protocols, and monitor adoption metrics to ensure consistent use across departments (McAlearney et al., 2012). Key Contribution Operational leadership ensures that innovation is implemented in a way that is dependable, measurable, and sustainable. Complex Leadership Strategies While operational leadership provides necessary structure, complex leadership strategies recognize that healthcare systems behave unpredictably and that change rarely unfolds in a linear fashion (Plsek & Greenhalgh, 2001). These strategies emphasize flexibility, iterative learning, and distributed problemsolving (UhlBien et al., 2007). Roedel (2020) highlights that leaders who empower teams, encourage open dialogue, and foster psychological safety enable staff to make sense of change and contribute meaningfully to innovation. When employees understand the purpose behind new initiatives and feel included in shaping them, adoption improves significantly. Conflict Considerations Change initiatives often generate tension, particularly when staff fear increased workload, loss of autonomy, or unclear expectations (Kotter, 2007). Roedel (2020) notes that when leaders overlook interpersonal dynamics and focus solely on outcomes, unresolved conflict can weaken trust and reduce engagement. Professionally, this can slow implementation, disrupt collaboration, and hinder the success of innovation efforts. 2A.Leadership Challenge: Leadership Gap in Managing Interdisciplinary Teams This leadership gap frequently emerges in complex health care environments, resulting in misaligned priorities among disciplines, ineffective communication, and diminished collaboration that ultimately impacts team performance and patient care. Mapping Leadership Functions to the Challenge To address this leadership gap, multiple leadership functions must be intentionally applied. Operational leadership is needed to clarify roles, workflows, and expectations across disciplines to reduce confusion and inefficiency. Entrepreneurial leadership supports innovation by encouraging interdisciplinary teams to identify and test new approaches to coordination and shared decision-making. Most critically, enabling leadership connects people, perspectives, and information by fostering collaboration and learning across professional boundaries, which is essential when teams are fluid and conditions are constantly changing (Edmondson & Schein, 2012). Leveraging Complex Leadership Strategies Complex leadership strategies emphasize collaboration as an ongoing process rather than a fixed structure. Teaming enables interdisciplinary groups to learn together, adapt quickly, and coordinate care despite uncertainty and shifting team membership (Edmondson & Schein, 2012). Implementing structured communication routines and shared reflection supports alignment while allowing flexibility. Conflict Issues and Relationship Impact When interdisciplinary teams are not effectively managed, conflicts may arise related to role ambiguity, professional hierarchies, and competing departmental priorities. Without early intervention, these conflicts can erode trust, reduce psychological safety, and strain professional relationships. Conflict prevention systems help surface concerns early and provide clear pathways for resolution, preserving collaboration and mutual respect (Lhr et al., 2018). 3T.Using Complex Leadership Strategies Complex leadership strategies recognize that communication problems emerge from interactions within the system rather than individual failures. Leaders can leverage these strategies by promoting shared leadership, encouraging open dialogue, and creating psychologically safe environments where staff feel comfortable speaking up. Facilitating interdisciplinary meetings and learning forums allows teams to reflect on communication failures and co-create solutions. This adaptive approach supports continuous learning and acknowledges that effective communication evolves over time. Potential Conflict Issues Implementing these strategies may lead to conflict, particularly related to professional identity and power dynamics. Physicians or senior staff may resist shared decision-making, while other team members may fear retaliation for voicing concerns. These tensions can strain professional relationships and affect morale if not managed carefully. On a personal level, leaders may experience stress when mediating disagreements or balancing organizational expectations with staff needs. Without transparent communication, mistrust can develop, undermining collaboration. Recommended Strategy To address communication breakdowns, I would implement regular interdisciplinary team huddles supported by enabling leadership. These huddles would provide a structured yet flexible space for sharing concerns, clarifying roles, and addressing emerging issues in real time. By combining operational structure with enabling support, this strategy encourages collaboration, strengthens professional relationships, and improves patient safety outcomes.

Skip to main content Open Course status Open 26SP Leadership & Hlth Policy 0B Course Content SP 2026 Amann DNURS 803OB Leadership and Health Policy(1) (2).doc Grading Criteria for Weekly Discussions Week 5 Reading Assignment and Requirements Field Activity Assignment Drop Box Due date: 2/13/26, 11:59 PM (EST) Course Faculty Carol Heald Amann Instructor Details & Actions Roster View everyone in your course Attendance View your attendance Books & Tools View course & institution tools 26SP Leadership & Hlth Policy 0B Field Activity Assignment Drop Box Field Activity Students will work in pairs on this formal assignment. This assignment can be attendance at a government meeting, state capital, professional organization meeting, shadowing a nursing leader, or identifying a current issue in APRN. Choose an issue or idea presented to craft your responses that you are interested in! Refer to announcements and Assignment guides attached to the syllabus and course schedule. Each student is to submit the assignment in the drop box please. Grading Criteria Points Overview and observations Provide a brief description of chosen activity, student role/involvement, interprofessional collaboration and a summary of what happened during the activity. 20 Related knowledge base Examine an appropriate theory/framework or knowledge base related to the activity; cite at least 2 references to support your comments 20 Student Insight and Impressions Compare what you observed with what your reference material tells you about the activity; reflection about the activity; cite at least 2 additional references to support your comments. 30 Summary and Application to Practice Provide a summary of the activity, insights, conclusions and ideas for how the overall process that you described might be improved. Suggest how these insights may be of value to your role as a leader. 30 Total points 100 Submission Text Editor Word count: 0 Details & Information Assessment due date 2/13/26, 11:59 PM (EST) Attempts 2 attempts left Originality Report Grading Maximum points 100 points

Skip to main content Open Course status Open 26SP Leadership & Hlth Policy 0B Course Content SP 2026 Amann DNURS 803OB Leadership and Health Policy(1) (2).doc Grading Criteria for Weekly Discussions Week 5 Reading Assignment and Requirements Field Activity Assignment Drop Box Due date: 2/13/26, 11:59 PM (EST) Course Faculty Carol Heald Amann Instructor Details & Actions Roster View everyone in your course Attendance View your attendance Books & Tools View course & institution tools 26SP Leadership & Hlth Policy 0B Field Activity Assignment Drop Box Field Activity Students will work in pairs on this formal assignment. This assignment can be attendance at a government meeting, state capital, professional organization meeting, shadowing a nursing leader, or identifying a current issue in APRN. Choose an issue or idea presented to craft your responses that you are interested in! Refer to announcements and Assignment guides attached to the syllabus and course schedule. Each student is to submit the assignment in the drop box please. Grading Criteria Points Overview and observations Provide a brief description of chosen activity, student role/involvement, interprofessional collaboration and a summary of what happened during the activity. 20 Related knowledge base Examine an appropriate theory/framework or knowledge base related to the activity; cite at least 2 references to support your comments 20 Student Insight and Impressions Compare what you observed with what your reference material tells you about the activity; reflection about the activity; cite at least 2 additional references to support your comments. 30 Summary and Application to Practice Provide a summary of the activity, insights, conclusions and ideas for how the overall process that you described might be improved. Suggest how these insights may be of value to your role as a leader. 30 Total points 100 Submission Text Editor Word count: 0 Details & Information Assessment due date 2/13/26, 11:59 PM (EST) Attempts 2 attempts left Originality Report Grading Maximum points 100 points

Journaling Opportunity – this reflection focuses on the application of the course learnings from K&P’s Practice 2 as it pertains to the development of your Personal Leadership Practice.

Be specific and intentional with your responses to the following four questions.

1. Identify your most impactful learnings. Reflect on the topics, activities and discussions relating to K&P’s Practice 2 of Inspiring a Shared Vision, discussing what has been most impactful to you. Explain why.
2. Allowing yourself to look inward, what roadblocks or obstacles may currently be hindering your leadership growth and/or the development of your Personal Leadership Practice? Explain.
3. Kouzes and Posner’s second leadership practice is to Inspire a Shared Vision. As you reflect on the learnings of chapters 4 and 5 consider the following Actions listed below, and specifically choose one or two actions that resonate most for you in your leadership development. Discuss specifically how you will action the Actions you have chosen. ACTIONS:

• Determine what drives you and where your passions lie in order to identify what you care about to compel you towards a personal vision that represents ‘your best self’.
• Spend a higher percentage of your time focused on the future, imagining the possibilities.
• Let your passions show in a manner genuinely expressive of who you are.
• Talk with others to find out about their hopes, dreams, and aspirations for the future. Acknowledge the emotions of others and validate them as important.

4. Identify and explain what tool(s) have you added to your leadership toolkit from your investigation of Practice 2.

5. Discuss what K&P’s Practice 2 of Inspiring A Shared Vision impacts your leadership skills and attributes in development of your own personal leadership practice.

NOTE: This reflection must focus on the application of the course learnings as it pertains to K&P’s Practice 2 as it applies to the development of your Leadership practice/philosophy.

Respond in order to the questions posed in this assignment with headers: Q1, Q2, Q3, Q4, Q5 As an academic submission, you will include specific and relevant references to the course material.

Response minimum word count: 500 words. Include word count at the end of your journal submission.

Refer to course syllabus and rubric for additional details on this assignment.

Journaling Opportunity – this reflection focuses on the application of the course learnings from K&P’s Practice 2 as it pertains to the development of your Personal Leadership Practice.

Be specific and intentional with your responses to the following four questions.

1. Identify your most impactful learnings. Reflect on the topics, activities and discussions relating to K&P’s Practice 2 of Inspiring a Shared Vision, discussing what has been most impactful to you. Explain why.
2. Allowing yourself to look inward, what roadblocks or obstacles may currently be hindering your leadership growth and/or the development of your Personal Leadership Practice? Explain.
3. Kouzes and Posner’s second leadership practice is to Inspire a Shared Vision. As you reflect on the learnings of chapters 4 and 5 consider the following Actions listed below, and specifically choose one or two actions that resonate most for you in your leadership development. Discuss specifically how you will action the Actions you have chosen. ACTIONS:

• Determine what drives you and where your passions lie in order to identify what you care about to compel you towards a personal vision that represents ‘your best self’.
• Spend a higher percentage of your time focused on the future, imagining the possibilities.
• Let your passions show in a manner genuinely expressive of who you are.
• Talk with others to find out about their hopes, dreams, and aspirations for the future. Acknowledge the emotions of others and validate them as important.

4. Identify and explain what tool(s) have you added to your leadership toolkit from your investigation of Practice 2.

5. Discuss what K&P’s Practice 2 of Inspiring A Shared Vision impacts your leadership skills and attributes in development of your own personal leadership practice.

NOTE: This reflection must focus on the application of the course learnings as it pertains to K&P’s Practice 2 as it applies to the development of your Leadership practice/philosophy.

Respond in order to the questions posed in this assignment with headers: Q1, Q2, Q3, Q4, Q5 As an academic submission, you will include specific and relevant references to the course material.

Response minimum word count: 500 words. Include word count at the end of your journal submission.

Refer to course syllabus and rubric for additional details on this assignment.

Shadow Casters in Leadership Points: 25 Instructions: Leaders sometimes cast shadows through unhealthy motivations, poor decision-making, or contextual pressures. After reviewing the Chapter 2 slides, complete the following tasks: Short Answer (10 points) Identify and briefly explain two shadow casters (e.g., insecurity, selfishness, faulty decision-making, moral disengagement, etc.). Provide one real-world or historical example (a business leader, politician, or organizational figure) who demonstrated each of these shadow casters. Application (10 points) Choose one type of susceptible follower (conformer or colluder). Explain how this follower type can contribute to destructive leadership. Give an example of how this dynamic could appear in a workplace or organizational setting. Reflection (5 points) Reflect on your own leadership experiences (academic, professional, or personal). Which of the shadow casters do you think leaders are most at risk of facing today, and why? Submission Format: Write your responses in a Word document or directly in the LMS submission box. Your assignment should be 300400 words total.