Student name

Capella University

FPX 5004 A3

Professor Name

Submission Date 

Leadership and Group Collaboration

July 14, 2025

Dear Boss,

Lakeland Clinic,

I am grateful that you gave me a chance to lead a multicultural committee to enhance cultural competence and regain community trust in Lakeland Clinic. The situation requires a leader who would be culturally competent, humble, and able to communicate with empathy, have a visionary strategy, work with teams, and be accountable to address the diversity issues at Lakeland Clinic. The leader is required to be proficient in the consideration of different cultural perceptions, especially that of the Haitian majority, and willing to learn from both the staff and the community members (Lekas et al., 2020). The leader develops trust and empowers the teams to make the change sustainable by creating an inclusive atmosphere and promoting open communication with the subordinates. A skill to bring a clear, deliberate vision into meaningful actions and keep all accountable is the key to growth and constant betterment.

Based on these key attributes, I would make Dr. Camara Phyllis Jones spearhead such an initiative. Being a well-known doctor and epidemiologist, as well as a supporter of health equity, Dr. Jones has devoted her professional life to efforts to deal with structural racism and the spread of social justice (Walker and Williams, 2022). Her selection reflects a leadership philosophy that places importance on empathy, inclusiveness, and quantifiable outcomes, which preconditions the achievement of a higher employee satisfaction level and the increased level of trust in the Lakeland Clinic. Her record and uncompromising commitment have always been an example of transformational, inclusive healthcare leadership.

Comparing my leadership with that of Dr. Camara Phyllis Jones, I see that we both are dedicated to the inclusive conversation and vision. Similar to Dr. Jones, I also do my best to promote psychological safety by inviting diversity in team meetings and making sure that all voices are heard (Leroy et al., 2022). In the same way, Dr. Jones uses epidemiological evidence to shed light on the structural inequity, I rely on qualitative responses of the personnel and community partners, converting issues and recommendations into specific measures of action for the policy and practice.

Comparing my leadership skills to those of Dr. Camara Phyllis Jones, I can discover that we have a common denominator of inclusion in the conversation and visionary strategy. Like Dr. Jones, I also strive to ensure psychological safety by allowing other voices to be heard and including different opinions in the team meetings. It is crucial to establish a space that makes team members feel at ease when discussing new ideas and issues without the fear of being judged, which leads to the development of trust and the ability to develop collaborative innovation (Leroy et al., 2022). Where Dr. Jones relies on epidemiological data in order to assist in comprehending the structural inequalities, I rely on qualitative feedback gathered by the staff and partners within the community, and I apply these to formulate the issues and the suggestions into a stepwise action plan to be undertaken in response to policy and practice.

Some of the qualities that propel Dr. Jones to success include her cultural humility and the readiness to learn about the experiences that the people in her community live. I do this by arranging reflective debriefs after simulating patient care, in which the participants are requested to talk about how the cultural norms influenced their decision-making (Rana et al., 2023). As a measure to bridge this gap, I have begun developing culturally responsive workshops that indicate that Haitians have health beliefs and communication styles. I will institutionalize the community partnerships and integrate continuous feedback loops into our operations via pilot sessions with the clinic staff and local leaders (Wiedermann et al., 2023). The specified approach will enable me to focus my practice according to the model of collaborative, equity-based leadership provided by Dr. Jones and ensure a long-term increase in trust and patient outcomes.   

Project Leadership Role Explanation

As a leader of the project team, I will have to mentor the team to achieve a more inclusive and culturally responsive clinic setting. As a transformational leader, I will rely on the model by Bass and Riggio to motivate the change process and create a vision of cultural competence and inclusivity that every member of the team shares. According to Singh et al. (2024), transformational leadership uses the power of collective influence by influencing a common vision and giving people the power to be culturally competent and inclusive. My role begins by being direct about the purpose, enhancing reliability between the staff and people within the community, and demonstrating the respectful behaviors that we require.

I will also establish working groups with certain objectives (e.g., cultural-humility training, community advisory integration) and ensure that all individuals are aware of how their work contributes to the overall vision. The communication will be frequent, open, and bilateral. Weekly huddles to review the progress, seek feedback, and celebrate small wins will also be present during the weekly huddles. Personalized attention will also be employed; I will also sit down with team members individually to get to know their needs and career goals (Ominyi et al., 2025). Online teamwork solutions and a mutual dashboard will make sure that everything is seen, timeframes are clear, and everyone involved will be accountable.

The main advantage of this strategy is that it motivates and attracts employees to the organization by appealing to the higher interests of trust, respect, and community good, which leads to the motivation that results in long-term performance. In a study conducted by Ominyi et al. (2025), transformational leadership encourages innovations as well because the team members will be assured enough to propose culturally-specific solutions. Transformational leadership, in its turn, is not operational; the ambitious goals set by the team may become larger than the available resources, unless it is strictly supervised. When the change process is too fast, there is a risk of change fatigue (Khaw et al., 2022). The above deficiencies will be managed through the application of democratic practices, rotation of the roles of facilitation, and voting on significant decisions so that affiliation and practical grounding are achieved. Frequent audits of the process and evaluation of the resources will assist us in keeping track and integrating vision and organization to achieve long-term and community-based results.

The 4-6-member diversity committee of Lakeland Clinic will have a common purpose and rules to follow to allow them to work together. A co-created team charter will define goals, roles, norms, and expectations about communication, which will give a basis for accountability and trust (Klein et al., 2025). This collective vision makes committee members see how the individual roles are interrelated and ensures a strong team relationship and individual responsibility towards each other. Microsoft Teams will be used as a communication technology to host real-time chats, Zoom will be used to conduct virtual meetings, and a dashboard in Trello or Asana will be used to share a project.

These platforms ensure timely connectivity among all voices and that questions or ideas are addressed in a timely manner, and that silos are minimized, which speeds up the collaboration in decision-making (Kordova & Hirschprung, 2023). Equally, when all assignments and milestones are seen by the whole group, the dashboard encourages the feeling of collective ownership and prevents the duplication of efforts. The transparency will be guaranteed by shared documents on OneDrive or Google Drive, automated reminders, and built-in calendars will keep the deadlines in view and reduce the cases of missed follow-ups.

The practice of accountability will be encouraged by giving every member specific tasks and deadlines and monitoring the progress in weekly stand-up meetings. Holding individual deliverables parallel to each other ensures accountability and, at the same time, enables the team to redistribute resources cooperatively where the bottlenecks occur. The balance between efficiency and inclusion in decision-making will be achieved by using both democratic voting and consensus facilitated by a leader. This is an intermediate model that combines efficiency and inclusivity because it welcomes various opinions and keeps the project moving on major decisions (Battilana et al., 2025). Delegation of tasks will happen based on personal expertise, and check-ins bilaterally with the project lead will ensure compliance.

It will be based on brainstorming sessions with affinity mapping and rotating meeting roles (facilitator, timekeeper, scribe). These activities trigger the generation of ideas, share leadership, and involve every member in developing solutions (Endalamaw et al., 2024). Also, Calvard et al. (2023) indicated that team-building events, cultural competency training, and periodic reflective workshops evaluate training, and discussion based on real-world perspectives is established by engaging guest-speakers alongside community liaisons. Basing conversations on lived experience and enhancing interpersonal connections, the practices strengthen partnership and cultural understanding. Finally, there should be bi-monthly progress reviews with leadership that will guarantee continuous support.

Conclusion

The choice of Dr. Camara Phyllis Jones highlights her dedication to culturally responsive and equity-based leadership based on sustainable transformation. The incorporation of the knowledge of Jones and the community feedback systems will restore confidence and bring inclusivity to the Lakeland Clinic. Long-term, objective, quantifiable targets that are consistent with team models and responsibility systems will also be the lifeline of improvement. This will lead to long-term, sustainable, and equitable patient outcomes and cultural competence of staff.