NURS 8302 Discussion Transformational Leadership for Change & Need for Quality Improvement Relationship
Walden University NURS 8302 Discussion Transformational Leadership for Change & Need for Quality Improvement Relationship-Step-By-Step Guide
This guide will demonstrate how to complete the Walden University NURS 8302 Discussion Transformational Leadership for Change & Need for Quality Improvement Relationship assignment based on general principles of academic writing. Here, we will show you the A, B, Cs of completing an academic paper, irrespective of the instructions. After guiding you through what to do, the guide will leave one or two sample essays at the end to highlight the various sections discussed below.
How to Research and Prepare for NURS 8302 Discussion Transformational Leadership for Change & Need for Quality Improvement Relationship
Whether one passes or fails an academic assignment such as the Walden University NURS 8302 Discussion Transformational Leadership for Change & Need for Quality Improvement Relationship depends on the preparation done beforehand. The first thing to do once you receive an assignment is to quickly skim through the requirements. Once that is done, start going through the instructions one by one to clearly understand what the instructor wants. The most important thing here is to understand the required format—whether it is APA, MLA, Chicago, etc.
After understanding the requirements of the paper, the next phase is to gather relevant materials. The first place to start the research process is the weekly resources. Go through the resources provided in the instructions to determine which ones fit the assignment. After reviewing the provided resources, use the university library to search for additional resources. After gathering sufficient and necessary resources, you are now ready to start drafting your paper.
How to Write the Introduction for NURS 8302 Discussion Transformational Leadership for Change & Need for Quality Improvement Relationship
The introduction for the Walden University NURS 8302 Discussion Transformational Leadership for Change & Need for Quality Improvement Relationship is where you tell the instructor what your paper will encompass. In three to four statements, highlight the important points that will form the basis of your paper. Here, you can include statistics to show the importance of the topic you will be discussing. At the end of the introduction, write a clear purpose statement outlining what exactly will be contained in the paper. This statement will start with “The purpose of this paper…” and then proceed to outline the various sections of the instructions.
How to Write the Body for NURS 8302 Discussion Transformational Leadership for Change & Need for Quality Improvement Relationship
After the introduction, move into the main part of the NURS 8302 Discussion Transformational Leadership for Change & Need for Quality Improvement Relationship assignment, which is the body. Given that the paper you will be writing is not experimental, the way you organize the headings and subheadings of your paper is critically important. In some cases, you might have to use more subheadings to properly organize the assignment. The organization will depend on the rubric provided. Carefully examine the rubric, as it will contain all the detailed requirements of the assignment. Sometimes, the rubric will have information that the normal instructions lack.
Another important factor to consider at this point is how to do citations. In-text citations are fundamental as they support the arguments and points you make in the paper. At this point, the resources gathered at the beginning will come in handy. Integrating the ideas of the authors with your own will ensure that you produce a comprehensive paper. Also, follow the given citation format. In most cases, APA 7 is the preferred format for nursing assignments.
How to Write the Conclusion for NURS 8302 Discussion Transformational Leadership for Change & Need for Quality Improvement Relationship
After completing the main sections, write the conclusion of your paper. The conclusion is a summary of the main points you made in your paper. However, you need to rewrite the points and not simply copy and paste them. By restating the points from each subheading, you will provide a nuanced overview of the assignment to the reader.
How to Format the References List for NURS 8302 Discussion Transformational Leadership for Change & Need for Quality Improvement Relationship
The very last part of your paper involves listing the sources used in your paper. These sources should be listed in alphabetical order and double-spaced. Additionally, use a hanging indent for each source that appears in this list. Lastly, only the sources cited within the body of the paper should appear here.
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Sample Answer for NURS 8302 Discussion Transformational Leadership for Change & Need for Quality Improvement Relationship
Transformational Leadership occurs when leaders engage with their followers in pursuit of jointly held goals. The central function of Leadership is to achieve a collective purpose. Not surprisingly, Leadership has been observed to be the essential precursor to achieving safety in a variety of industries, a critical factor in the success of major change initiatives, and key to an organization’s competitive cost position after a change initiative, and positive effect on the cost outcomes of reengineering. Leadership has also been associated with increased job satisfaction, productivity, and organizational commitment among nurses and other workers in the healthcare organization (Cherry, 2016).
Due to the fact that new innovations, technologies, and discoveries are being made in regard to healthcare on a daily basis, reengineering of health care can occur often. Nurse manager and nurse leaders contribute significantly to this process of reengineering as they serve as the liaison between leadership making changes and the beside nurse for which the changes are going to effect. Good nursing leadership shapes an environment in which communication, accountability, decision making, and culture lead to better patient outcomes and safety along with retention of nursing staff to provide that care. Nursing managers have the ability to set the tone for their staff when it comes to change within an organization. A good leader generally has good staff that work together towards a common goal, providing the safest, high-quality, evidence-based care possible. Shared governance, according to Vanderbilt University Medical Center, n.d., para1 as cited by Helbig, 2018, is a “professional practice model, founded on the cornerstone principles of partnership, equity, accountability, and ownership that form a culturally sensitive and empowering framework, enabling sustainable and accountability-based decisions to support an interdisciplinary design for excellent patient care”. Instituting a shared governance within an organization can create an actively involved team of nurse to work together for the greatest good for the patients. When nurses feel they are being heard and their ideas and feelings are being considered, that can make for a more productive work environment and thus increase patient outcomes. Helbig (2018), identifies four principles through which decisions are made when practicing shared governance. They include accountability, equity, partnership, and ownership. Each of these principles are important when any type of change or reengineering to an organization is occurring.
Improving the quality and performance in the healthcare environment can help providers with reliable, cost-effective, and sustained healthcare processes and enable them to achieve their goal of improving care delivery and enhancing patient outcomes (Buchanan et al., 2017).
Transformational Leadership leads to a healthy work philosophy since it provides the organization with a sense of vision, purpose, mentorship, and inspiration. This, therefore, leads to individual and professional excellence. Transformational Leadership is an approach that causes variation in individuals and social systems. The aspects that promote the leadership style include ideal influence, inspirational motivation, logical encouragement, and individual contemplation.
Examples
A scenario that demonstrated transformational Leadership is when a leader in the maternal-child health department that had difficulties with engagement and improving quality metrics decided to educate and mentor the informal leaders of the department. The transformational deeds or actions the leader displayed include determination, facilitation, and collaboration among team members. Since there were difficulties in the department, the leader decided to teach and mentor the informal leaders. She also settled to establish a charge nurse leadership committee which comprised the primary charge nurses and the relief charge nurses. These behaviors or actions yield the best care and setting for excellence in nursing training and a healthy work environment that leads to excellent patient results. They lead to increased responsibility by nurses, implementation of evidence into practice, and reduced operational efficiencies.
Recommendation for Application of Project Management Approaches to Support Transformational Leadership Practices for the Promotion of a Quality Improvement Initiative
One of the implications of transformational Leadership is quality improvement in the
nursing profession, clinical practice, health policies, and system-level (Suratno, 2018).
I would recommend that the clinical directors act as strategic leaders in clinical practice and develop effective strategies that enable all workers to meet standards at the workplace. They need to ensure that the facility has enough resources for disseminating quality healthcare and planning and implementing activities of strategic patient care to improve health outcomes.
Example:
A Nurse Practitioner and a clinical director of a health facility that is connected to a nursing school. The nurse practitioner, in her position, is responsible for planning and overseeing all the activities undertaken by the facility’s staff members. The nurse practitioner is expected to strategize and oversee the implementation of the process leading to efficient analyses of patient
satisfaction resulting from collecting data to improve quality in the facility and as
learning experiences for the nurse students. As the clinical director, the nurse practitioner is responsible for working strategically with the facility’s advanced practice nurses, nurse educators, nurse informaticists, registered nurses, and paraprofessionals. To ensure the success of the process. The nurse practitioner, and the team, need to employ advanced practice roles, core competencies, and support strategies.
Roles
AP roles needed in the scenario include keeping and maintaining the patient’s health records, identifying potential areas of weaknesses, setting strategic goals, monitoring activities of change, using technology to collect and analyze health data in the facility, and collaborating with patients and physicians to acquire information and improve patient care. The APs will chip in to formulate and keep patients’ health records. Health records contain all the medical histories and health information of an individual. By analyzing patient records in the scenario, the facility will evaluate the present quality of healthcare in the facility (Taylor, 2019). By identifying potential areas of weakness in delivering quality healthcare, the facility will be able to improve its quality and improve the student nurses’ experience and knowledge gained from clinical practices. By using health technology in the clinical setting, the APs will be able to acquire and analyze health data to improve quality and students’ experiences practitioner, in her position at the facility, will employ the attributes of transformational Leadership and work together with the APs to implement the activities. The nurse practitioner will oversee the implementation of the activities and act as a role model during the process and employee recognition and praise strategies to inspire and motivate the APs to perform the process successfully.
Core Competencies
The Institute for Healthcare Improvement (IHI) explains that healthcare workers with core clinical leadership competencies, health technological know-how, and project managers are responsible for quality improvement in clinical settings (IHI, n.d). The core competencies applicable in the scenario include leading change, collaborations, and engagements with all the staff members, computer skills, informatics knowledge and skills, and project management and evaluation skills. The nurse practitioner will use her transformational leadership skills to ensure that the project meets its target objectives. The nurse practitioner’s motivational and inspirational skills of transformational Leadership will be applied in bringing together all the staff members of the facility and the nurse students to integrate activities and be of significance in the collection of data for improving the quality of healthcare and in improving the student’s experiences in the clinical settings. With inspiration and motivation from the nurse practitioner, the staff members will engage with each other and co-exist professionally to ensure each employee practices valuable inputs in achieving the project’s success. The transformational leader teaches the juniors to engage with each other to maximize potential. The nurse practitioner will also be responsible for engaging the nursing informal ticist in applying computer skills and informatics skills and collecting data related to patient satisfaction to improve quality healthcare and improve the nurse student’s experiences.
References
Cherry, K. (2016). What’s Your Leadership Style? Learn more about your strengths and weaknesses as a leader. https://www.verywellmind.com/ways-to-become-a-betterleader-2795324
Suratno, K. (2018). The relationship between transformational Leadership and quality of nursing work life in hospital. International Journal of Caring Sciences, 11(3), 1416-1422.
Buchanan, D., Jordan, S., Preston, D., & Smith, A. (2017). Doctor in the process of the engagement of clinical directors in hospital management. Journal of Management in Medicine.
Taylor, K. (2019). The importance of keeping good medical records. Practice Management, 29(1), 16-20.
What are the characteristics of a transformational leader?
A transformational leader, as you have learned this week, is one who can inspire change and bring out the best in those around them. But what qualities does this leader possess? Maybe a transformational leader is reliable, inspiring, and charismatic. Maybe this leader will lead with integrity, respect, and empathy. Perhaps this leader is team-oriented, encouraging, and upbeat?
How would you define a transformational leader, and when have you witnessed such leadership?
Consider the role of transformational leadership in change for this Discussion. Examine the need for transformational leaders and describe your interactions with them. Analyze how these leaders can improve quality improvement in healthcare organizations and nursing practice.
To Prepare:
- Review the Learning Resources for this week, and reflect on potential leadership strategies for promoting change in healthcare organizations and nursing practice.
- Consider the potential impact of project management for supporting transformational leadership approaches for promoting change in organizations.
- Reflect on the relationship between transformational change, leadership strategies, and the need for quality improvement in your healthcare organization or nursing practice.
By Day 3 of Week 10
Post a brief explanation of the relationship between transformational leadership for change and the need for quality improvement.
Share any experiences you may have of transformational leadership in your healthcare organization or nursing practice. Then, describe how you would recommend the application of project management approaches to support transformational leadership practices for the promotion of a quality improvement initiative in your healthcare organization or nursing practice. Be sure to include any short- and long-term milestones or goals associated with the quality improvement initiative described. Be specific and provide examples.
By Day 6 of Week 10
Read a selection of your colleagues’ responses and respond to at least two of your colleagues on two different days by expanding upon your colleague’s post or offering an alternative recommendation on using project management approaches for leading quality improvement efforts in your colleague’s healthcare organization or nursing practice.
Note: For this Discussion, you are required to complete your initial post before you will be able to view and respond to your colleagues’ postings. Begin by clicking on the “Post to Discussion Question” link and then select “Create Thread” to complete your initial post. Remember, once you click on Submit, you cannot delete or edit your own posts, and you cannot post anonymously. Please check your post carefully before clicking on Submit!
Submission and Grading Information
Grading Criteria
To access your rubric:
Week 10 Discussion Rubric
Post by Day 3 of Week 10 and Respond by Day 6 of Week 10
To Participate in this Discussion:
Week 10 Discussion
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Sample Answer 2 for NURS 8302 Discussion Transformational Leadership for Change & Need for Quality Improvement Relationship
Transformational leadership is a leadership style that focuses on creating change in an organization. When a leader has a transformational leadership style the correlation to change, meaning adopting new changes or techniques, is positive (Peng, Wang, and Lin, 2021). This knowledge shows us why it is important to strive to have transformational leadership in place in an organization that needs change.
I have had many great leaders throughout my nursing career. One leader used transformational leadership style in her leadership practices. Everyone on the unit loved working for her and with her. She was often seen on the floor helping where she could and promoting teamwork and unity. If there was a change that she wanted to pilot we were more than willing to go along with her because we knew that she would have our backs and that she would support us and help us. She was a wonderful leader. When she switched to a different unit many of the nurses followed her because they liked her so much and felt so supported.
The project management approach to support transformational leadership practices is a great option for the advanced practice nurse. Project management comes naturally to many nurse leaders because many of the same concepts are used in project management and the nursing process (Sipes, 2020). I could use the project management approach in my organization through the use of outlining the project to improve quality and showing the steps that could be required for the improvement of quality. For example, at my long term care facility there has been an increase in pressure ulcers acquired at the facility. The first step in the project management process is to create a quality improvement team, from there decisions will be made about what interventions need to be implemented. The decision is made to set up big clocks outside the residents rooms who need to be turned. These clocks show what side the resident should be on during every two hour interval. This intervention is put into place. After that the results of the quality improvement project would be monitored and reported to the director of nursing to see if the visual clocks were helpful in reducing the amount of pressure ulcers. The short term goals would be to have 75% of residents be on the appropriate side during any two hour time span. The long term goals would be to decrease the number of pressure ulcers in the facility.
References
Peng, J., Li, M., Wang, Z., & Lin, Y. (2021). Transformational leadership and employees’ reactions to organizational change: Evidence from a meta-analysis. Journal of Applied Behavioral Science, 57(3), 369–397. https://doi-org.ezp.waldenulibrary.org/10.1177/0021886320920366
Sipes, C. (2020). Project management for the advanced practice nurse (2nd ed.). Springer Publishing Company.
Sample Answer 3 for NURS 8302 Discussion Transformational Leadership for Change & Need for Quality Improvement Relationship
Leadership style and effectiveness certainly plays a significant role in strengthening and improving quality and patient care. Although there are various leadership styles, the transformational leadership style seems to align very well with our complex and ever-changing health care system, as it encourages adaptation and change. The principles of this leadership style are well suited for our fast-paced, diverse workforce (University of Massachusetts Global, 2020). The four components of transformational leadership are individualized consideration, inspirational motivation, idealized influence, and intellectual stimulation. This is a leadership style characterized by creating relationships and motivation among staff members (Sfantou et al., 2017). It aims to cause change in individuals as well as social systems by creating positive changes in followers with the ultimate goal of developing followers into future leaders. This type of leadership involves leaders to achieve goals by learning from and meeting the personal needs of those who choose to follow them, and it is this process and learning from those following them and meeting their needs that allows them to develop a sense of ownership with regards to their processes, which in turn inspires them to strive and reach for greater levels to meet the organization’s goals (Omar, 2017). Transformational leadership supports quality improvement by focusing management and leadership attention on the training and personal development of the followers and improvement processes (Omar, 2017).
Experience with Transformational Leadership in my Health Care Organization
My experience with transformational leadership has been a positive one. This style of leadership strives to improve the overall work environment as well as the personal lives of the followers. Transformational leadership seems to make upper management more accessible to the employees. Leaders which utilize this style, focus less on establishing strategic plans and more on facilitating overall organizational collaboration which helps to drive a vision forward (University of Massachusetts Global, 2020). Management is visible, available, and encouraging of questions and feedback from employees so that they may provide adequate support and employ individualized consideration. Team member engagement surveys are distributed quite frequently to all members via the organizational intranet and we are all highly encouraged to participate with our responses. Incentives are even provided with prizes being awarded by randomly choosing the name(s) of survey engagement submission participants. Engagement surveys are utilized as a means by which to identify factors that lend themselves to disengagement, and the goal at this point is to address those factors and make changes that are meaningful to the employees.
Leadership is continually encouraging feedback for recommendations, and/or the identification of issues that they feel need to be addressed, which encourages employees to be creative and innovative, and results in intellectual stimulation. The lines of communication are always open and management is easily accessible. Upper management makes rounds on the units to speak to and engage employees as an opportunity to hear “real-time” questions/comments/concerns from that which are affected by them directly as a way to garner buy-in and meet the employee’s needs, an approach which is clearly supported by the transformational leadership style. In exchange for this type of approach, employees are more than willing to push themselves harder and meet the organizational goals and have their actions align with the organizational values and vision (Omar, 2017). The unified vision that encourages team members to exceed expectations is an example of inspirational motivation. This leadership style inspires employee confidence, staff respect, and communicates loyalty through a shared vision which strengthens employee morale, job satisfaction, and increased productivity (Sfantou et al., 2017). Earning the necessary level of trust and respect from followers towards leadership helps leaders to guide decision-making that provides an overall organizational improvement, an example of idealized influence.
Application of Project Management Approaches to Support Transformational Leadership Practices for the Promotion of a Quality Improvement Initiative
Transformational leaders work to change the system while maximizing their team’s abilities, they serve as role models for their followers/team members and challenge their followers to overachieve and outperform by empowering them to perform at their very best. They utilize planning structures, set goals, and then work to create new systems to accomplish it by gaining buy-in from their followers to adopt common goal(s)/vision(s) to achieve improvements that benefit all pertinent stakeholders, via the use of team communication, cohesiveness, collaboration, and effective and efficient team-building (Ali et al., 2021). This is where transformational leadership and project management join forces. A transformational leader will employ collaborative efforts to achieve organizational improvement with the aid of their followers (Omar, 2017). Project managers/leaders much like transformational leaders are agents of change, and this is the same philosophy that is the general underpinning of transformational leadership.
A project manager with a transformational leadership style is someone with the right attitude and drive to formulate a quality improvement initiative vision, propose the change, easily get follower/team member buy-in, and has the ability to get others to be excited and enthusiastic about not only the proposed improvement initiative but also the change process, which improves project performance (Ali et al., 2021). The transformational leader makes an effective project manager due to the fact that they possess the characteristics of this leadership style, and as such would be able to easily convey their vision, justify the project improvement investment to the proper stakeholders, secure resources, get the proper team members engaged to become active participants in the quality improvement team, develop a specific management plan, lead and motivate the team, execute the plan, monitor for change and progress, meet all due dates, and carry the project to completion (Sipes, 2020). A project leader with a transformational leadership style will not have to chase down team members to accomplish tasks or stay focused and on task. It is the transformational factor that makes quality improvement initiatives successful when this approach is adopted, and this style is implemented.
References
Ali, H., Chuanmin, S., Ahmed, M., Mahmood, A., Khayyam, M., &Tikhomirova, A. (2021). Transformational leadership and project success: Serial mediation of team-building and teamwork. Frontiers in Psychology, 12(689311). https://doi.org/10.3389/fpsyg.2021.689311
Omar, H. O. (2017). Transformational leadership in quality management. Graduate Student Theses, Dissertations, & Professional Papers. https://scholarworks.umt.edu/etd/11018
Sipes, C. (2020). Project management for the advanced practice nurse (2nd ed.). Springer Publishing Company.
Sfantou, D. F., Laliotis, A., Patelarou, A. E., Sifaki-Pistolla, D., Matalliotakis, M., &Patelarou, E. (2017). Importance of leadership style towards quality of care measures in healthcare settings: a systematic review. Healthcare (Basel, Switzerland), 5(4), 73. https://doi.org/10.3390/healthcare5040073
University of Massachusetts Global. (2020). What is transformational leadership? Understanding the impact of inspirational guidance. https://www.umassglobal.edu/news-and-events/blog/what-is-transformational-leadership
Content
Name: NURS_8302_Week10_Discussion_Rubric
| Excellent
90–100 |
Good
80–89 |
Fair
70–79 |
Poor
: 0–69 |
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| Main Posting:
Response to the Discussion question is reflective with critical analysis and synthesis representative of knowledge gained from the course readings for the module and current credible sources. |
Points Range: 40 (40%) – 44 (44%)
Thoroughly responds to the Discussion question(s). Is reflective with critical analysis and synthesis representative of knowledge gained from the course readings for the module and current credible sources. No less than 75% of post has exceptional depth and breadth. Supported by at least three current credible sources. |
Points Range: 35 (35%) – 39 (39%)
Responds to most of the Discussion question(s). Is somewhat reflective with critical analysis and synthesis representative of knowledge gained from the course readings for the module. 50% of the post has exceptional depth and breadth. Supported by at least three credible references. |
Points Range: 31 (31%) – 34 (34%)
Responds to some of the Discussion question(s). One to two criteria are not addressed or are superficially addressed. Is somewhat lacking reflection and critical analysis and synthesis. Somewhat represents knowledge gained from the course readings for the module. Cited with fewer than two credible references. |
Points Range: 0 (0%) – 30 (30%)
Does not respond to the Discussion question(s). Lacks depth or superficially addresses criteria. Lacks reflection and critical analysis and synthesis. Does not represent knowledge gained from the course readings for the module. Contains only one or no credible references. |
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| Main Posting:
Writing |
Points Range: 6 (6%) – 6 (6%)
Written clearly and concisely. Contains no grammatical or spelling errors. Adheres to current APA manual writing rules and style. |
Points Range: 5 (5%) – 5 (5%)
Written concisely. May contain one to two grammatical or spelling errors. Adheres to current APA manual writing rules and style. |
Points Range: 4 (4%) – 4 (4%)
Written somewhat concisely. May contain more than two spelling or grammatical errors. Contains some APA formatting errors. |
Points Range: 0 (0%) – 3 (3%)
Not written clearly or concisely. Contains more than two spelling or grammatical errors. Does not adhere to current APA manual writing rules and style. |
|
| Main Posting:
Timely and full participation |
Points Range: 9 (9%) – 10 (10%)
Meets requirements for timely, full, and active participation. Posts main Discussion by due date. |
Points Range: 8 (8%) – 8 (8%)
Meets requirements for full participation. Posts main Discussion by due date. |
Points Range: 7 (7%) – 7 (7%)
Posts main Discussion by due date. |
Points Range: 0 (0%) – 6 (6%)
Does not meet requirements for full participation. Does not post main Discussion by due date. |
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| First Response:
Post to colleague’s main post that is reflective and justified with credible sources. |
Points Range: 9 (9%) – 9 (9%)
Response exhibits critical thinking and application to practice settings. Responds to questions posed by faculty. The use of scholarly sources to support ideas demonstrates synthesis and understanding of learning objectives. |
Points Range: 8 (8%) – 8 (8%)
Response has some depth and may exhibit critical thinking or application to practice setting. |
Points Range: 7 (7%) – 7 (7%)
Response is on topic and may have some depth. |
Points Range: 0 (0%) – 6 (6%)
Response may not be on topic and lacks depth. |
|
| First Response: Writing |
Points Range: 6 (6%) – 6 (6%)
Communication is professional and respectful to colleagues. Response to faculty questions are fully answered, if posed. Provides clear, concise opinions and ideas that are supported by two or more credible sources. Response is effectively written in standard, edited English. |
Points Range: 5 (5%) – 5 (5%)
Communication is mostly professional and respectful to colleagues. Response to faculty questions are mostly answered, if posed. Provides opinions and ideas that are supported by few credible sources. Response is written in standard, edited English. |
Points Range: 4 (4%) – 4 (4%)
Response posed in the Discussion may lack effective professional communication. Response to faculty questions are somewhat answered, if posed. Few or no credible sources are cited. |
Points Range: 0 (0%) – 3 (3%)
Responses posted in the Discussion lack effective communication. Response to faculty questions are missing. No credible sources are cited. |
|
| First Response: Timely and full participation |
Points Range: 5 (5%) – 5 (5%)
Meets requirements for timely, full, and active participation. Posts by due date. |
Points Range: 4 (4%) – 4 (4%)
Meets requirements for full participation. Posts by due date. |
Points Range: 3 (3%) – 3 (3%)
Posts by due date. |
Points Range: 0 (0%) – 2 (2%)
Does not meet requirements for full participation. Does not post by due date. |
|
| Second Response: Post to colleague’s main post that is reflective and justified with credible sources. |
Points Range: 9 (9%) – 9 (9%)
Response exhibits critical thinking and application to practice settings. Responds to questions posed by faculty. The use of scholarly sources to support ideas demonstrates synthesis and understanding of learning objectives. |
Points Range: 8 (8%) – 8 (8%)
Response has some depth and may exhibit critical thinking or application to practice setting. |
Points Range: 7 (7%) – 7 (7%)
Response is on topic and may have some depth. |
Points Range: 0 (0%) – 6 (6%)
Response may not be on topic and lacks depth. |
|
| Second Response: Writing |
Points Range: 6 (6%) – 6 (6%)
Communication is professional and respectful to colleagues. Response to faculty questions are fully answered, if posed. Provides clear, concise opinions and ideas that are supported by two or more credible sources. Response is effectively written in standard, edited English. |
Points Range: 5 (5%) – 5 (5%)
Communication is mostly professional and respectful to colleagues. Response to faculty questions are mostly answered, if posed. Provides opinions and ideas that are supported by few credible sources. Response is written in standard, edited English. |
Points Range: 4 (4%) – 4 (4%)
Response posed in the Discussion may lack effective professional communication. Response to faculty questions are somewhat answered, if posed. Few or no credible sources are cited. |
Points Range: 0 (0%) – 3 (3%)
Responses posted in the Discussion lack effective communication. Response to faculty questions are missing. No credible sources are cited. |
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| Second Response: Timely and full participation |
Points Range: 5 (5%) – 5 (5%)
Meets requirements for timely, full, and active participation. Posts by due date. |
Points Range: 4 (4%) – 4 (4%)
Meets requirements for full participation. Posts by due date. |
Points Range: 3 (3%) – 3 (3%)
Posts by due date. |
Points Range: 0 (0%) – 2 (2%)
Does not meet requirements for full participation. Does not post by due date. |
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| Total Points: 100 | |||||