• Synthesize the leadership skills and attributes necessary to lead a team
• Discuss the theory that will explain, predict, and help to extend existing knowledge of the work you will implement
• Describe the culture of the organization where you will implement your change intervention
• Discuss the key stakeholders necessary for compiling an interprofessional team for the development, organization, and implementation of your DNP project
• Develop your philosophy and leadership framework based on professional values and ethics
• Integrate the impact of healthcare policy and information technology and discuss the implications on your DNP project
Systems Thinking: The capacity to understand the complex interdependencies within the healthcare environment—seeing the project as an intervention within a larger, regulated system, which prevents unforeseen complications.
Emotional Intelligence (EQ): Crucial for navigating resistance and interpersonal conflict during change. It involves self-awareness and the ability to empathize with and motivate diverse team members.
Data Translation and Advocacy: The skill to transform complex statistical project data into actionable, easy-to-understand information for diverse stakeholders, from frontline staff to executive leaders.
Guiding Theory: The Theory of Planned Behavior (TPB)
The Theory of Planned Behavior (TPB) is an ideal framework for DNP projects focused on altering staff or patient behavior (e.g., adherence to a new protocol or patient self-management). TPB can explain, predict, and extend knowledge by focusing on behavioral intention, which is the immediate determinant of action (Ajzen, 1991).
Behavioral intention is influenced by three components:
Attitude: The individual's positive or negative feelings toward performing the behavior (Is the new protocol worth the effort?).
Subjective Norms: The perceived social pressure to perform the behavior (Do my respected peers use the new protocol?).
Perceived Behavioral Control (PBC): The perceived ease or difficulty of performing the behavior, which reflects resources, time, and training (Do I have the necessary skills and time to use the new protocol?).
By measuring these three components, the DNP leader can identify the most salient barrier and tailor the intervention (e.g., if PBC is low, focus on IT integration and training; if Attitude is low, focus on presenting strong evidence).
Organizational Culture and Interprofessional Team
Organizational Culture
The DNP project will be implemented within a large, urban academic medical center characterized by a highly specialized, hierarchical, and data-driven culture.
Characteristics: The organization strongly values Evidence-Based Practice (EBP) and demands high levels of detail for any proposed change. While power structures are often traditional, there is an established shared governance structure for nursing input. Change is often met with initial resistance if the evidence is not overwhelming or if the new process adds complexity to existing workflows.
Sample Answer
Leading a Doctor of Nursing Practice (DNP) project requires integrating advanced clinical knowledge with sophisticated leadership and systems-level thinking to drive sustainable change.
Leadership Skills and Attributes
A DNP leader requires a blend of clinical expertise and systems leadership skills to effectively lead a team and implement change:
Visionary Communication: The ability to clearly articulate the project's vision (the "why") and link it directly to improved patient outcomes and organizational goals, ensuring sustained team buy-in.