Interprofessional collaborative practice (IPCP) models facilitate collaboration and teamwork across the health care continuum. Success of high performing IPCP teams is dependent on compassionate, authentic leaders who invest in helping their teams thrive amidst complexity. This article presents the integration of an authentic leadership lens for building high performing IPCP teams. Using their experience with implementation of an innovative IPCP model to improve health outcomes for an underserved patient population in the southeastern United States, the authors share targeted strategies using an authentic leadership lens to develop high performing teams. Data collected for 3 years reflect positive team performance outcomes related to collaboration and teamwork, which contributed to enhanced access to care, exceptional patient experience, improved physical and mental health outcomes, reduced hospital readmissions, and decreased cost of care. An innovative IPCP model of care is an effective approach to improve health outcomes and care transitions. However, it may not be fully successful if health care professionals practicing within these models cannot collaborate effectively or maintain personal well-being. The value of using an authentic leadership lens to guide IPCP team development cannot be underestimated.
Office of Clinical and Global Partnerships, The University of Alabama at Birmingham School of Nursing (Dr Shirey); Center for Nursing Excellence, The University of Alabama at Birmingham Hospital (Dr White-Williams); Family, Community, and Health Systems, The University of Alabama at Birmingham School of Nursing (Dr White-Williams); and Department of Health Care Organization and Policy, University of Alabama at Birmingham School of Public Health (Dr Hites).
Correspondence: Maria R. Shirey, PhD, MBA, RN, NEA-BC, ANEF, FACHE, FNAP, FAAN, Office of Clinical and Global Partnerships, The University of Alabama at Birmingham School of Nursing, 1720 2nd Ave South, NB 322, Birmingham, AL 35294 (email@example.com).
The authors thank Wei Su, PhD, Program Manager, Evaluation & Assessment Unit, School of Public Health, University of Alabama at Birmingham, for her assistance with data collection and analysis for this article. This work was supported in part by the Health Resources and Services Administration (HRSA) of the US Department of Health and Human Services (HHS) under Grant # UD7HP26908 (Interprofessional Collaborative Practice Enhancing Transitional Care Coordination in Heart Failure Patients), July 2014 to June 2017 ($1.5 million, Shirey, PI). The information or content and conclusions presented herein are those of the authors and should not be construed as the official position or policy of, nor should any endorsements be inferred by, HRSA, HHS, or the US Government.