Thechairman of the multidisciplinary team chaired the meeting for themultidisciplinary team. During the Meeting the leadership styleobserved was Democratic leadership style, this is because the finaldecisions were being made by the team. The leader encouragedcreativity, and the team was highly engaged in projects anddecisions. As a result, team members had a high job satisfaction andhigh productivity.

Thegroup blended well, each member contributed different opinions andinformation concerning their area of knowledge and eventuallyassisted each other to understand the scope of their work and howtheir discipline will help achieve the common goal. There was nogroup conflict because members of different disciplines argued theirpoint out with respect for each other. The leadership furtherprovided a direct and friendly ground at which to talk aboutdifferent ideas and objectives, so there was no time or chance toargue and rub the other wrong to cause any conflict.

Thegroup made a number of final conclusions and outcomes. The groupdevelopment strategies and plans which they would be working with asa team from different disciplines and how to act on prompt issues andto compliment each team member on matters that relate to specifieddiscipline.

Iobserved there was Evidence-based health care. There wasconscientious use of current best evidence in making decisions aboutthe care of individual patients or the delivery of health services.

Inoticed that Nursing plays an important contributory role in themultidisciplinary team approach to patient care. In themultidisciplinary group, nursing places the accountability andresponsibility for strategizing, managing, and examining the care ofthe liver transplant patient with the primary nurse.


Theinterview was carried out from one of the leader pharmacists.Concerning the style of leadership they used the respondent indicatethat, the combination of skills, traits, uniqueness and strategies ofeach style yield an effective leadership model capable of drivingquality management and sustaining long-term evolution in theorganization and therefore he mixed different leadership styledepending on the situation and the action needed.

Therespondent indicated that he used verbal communication when dealingwith public this is because when dealing with public relations thereis a need for straightforward language that is neither too flowerynor too simple. He also uses Non-verbal communication styles thisconsists of body languages and the cues that are given off whilelistening to someone else also speak. These include nodding of thehead. Including toward the speaker or showing and open body whichindicates to a speaker that you are listening and hearing what theyare telling. Other style used in successful communication includeswritten and electronic communication (Aiken, 2001).

Oneof the major conflicts that have been solved one twice very manyoften is Disruptive behaviors among healthcare workers. This behaviorthreatens the safety and well-being of both patients and staff in thefacility. The behavior is not a new phenomenon among the healthworkers however, these actions usually go unchecked or even the mostunintended, are agreeable as part and parcel of the system.

Accordingto the respondent, there is little evidence as to the most efficientway of delivering interdisciplinary teamwork. However, the success ofa multidisciplinary team has been attributed to Sharing of patientfiles, case-conferencing approaches, or meeting style or frequency(Hiller, et al., 2006).


Nursingprofessional requires working in collaboration with otherprofessionals, professions and communities (Aiken, 2001). During thepracticum, the areas or collaboration were numerous includingcommunicating to the patients on behave of the doctor, updating theother professionals on the progress of the activities at hand andengaging others where no permissive.

Toimplement successful change, stakeholders must be involved. Keystakeholders can change during the project, and existing stakeholdersoften change their minds about important issues. To ensure suchchanges are well managed, constant communication with stakeholders ismandatory to avoid nasty surprises (Hiller, et al., 2006).

Thechange theory that would be used is Lewin`s change theory. Thistheory describes the action, the desired change in the project, andthe underlying assumptions or other strategies which are very vitalin the process of change implementation which includes monitoring andevaluation processes in the view of successfully implementing change.

Lewin`schange theory will help program staff and evaluators clearlyunderstand the goals and the objectives. This information will helppersonnel and reviewers to monitor and measure the desired resultsand compare them with the original theory of change.

Multidisciplinaryteam of leadership is highly practical in the nursing domain, as thenature of the healthcare environment requires much collaboration tomake any successful change (Konu, &ampViitanen, 2008).The level ofquality given to patients depends on how well a diverse group ofmedical and administrative experts work together (Weiss, &amp Davis,1985)

Tosuccessfully communicate change, Use face-to-face, two-waycommunication, enable the stakeholders of the project to provide areal strategy to communication and be involved in the creation of thecommunication strategy, Tailor messages to the receiver`s perspectiveand ensure your seek feedback (Steinert, et al, 2006)


Aiken,L.H. (2001). The evidential management in collaborative nursingprofession: Communication at workplace for patient quality servicedelivery. Journalof Health Administration Education,Spec. No.,117-124

Hiller,N. Day, V.&amp Vance, J. (2006).Collaborative team role and teameffectiveness: A field study. TheLeadership Quarterly,17 (4) 387-397.

KonuK., &ampViitane P, (2008).Collaborative leadership and healthcare.LeadershipinHealth Services,21 (1), 28-40.

Steinert,T., Goebel, R., &ampRieger, W. (2006) .Nurse and physicianleadership models: InternationalJournal of Mental Health Nursing,15 (4), 251-258

Weiss,S.J., &amp Davis, H.P. (1985).collaborative practicescale.Journalof Nursing Research, 34(5),299-305.