Interprofessional Communication and Team Leadership
Core concepts
Interprofessional communication is the exchange of information that enables shared decisions and coordinated action. Effective team leaders clarify roles, invite input, manage conflict, and create psychological safety-the belief that speaking up will not be punished. Use structured tools such as SBAR for urgent communication, closed-loop communication with read-back, and brief huddles for planning. Delegation requires matching task to scope, competence, and supervision. Conflict should be addressed directly and respectfully, focusing on behavior and patient safety rather than personality.
Traps
Candidates may equate leadership with making every decision personally, or assertiveness with aggression. Another trap is assuming a message was received because it was sent. Avoid “venting” conflicts in hallways, bypassing the chain of concern, and using hierarchy to silence concerns. Questions may test whether the CNL should “just fix it” rather than build team capacity.
Worked example
A nurse notices a patient’s respiratory status worsening. She uses SBAR to call the rapid response team, states the concern, requests a specific action, and receives read-back. The CNL supports her, debriefs afterward, and reinforces speaking up.
Rule of thumb
Communicate until you receive confirmation: name the concern, state what you need, and close the loop with read-back. Leadership is measured by the team’s ability to act, not by the leader’s control.