This nursing leadership portfolio presents a comprehensive self-assessment by a registered nurse pursuing advanced practice. The paper covers clinical education and multi-unit experience across trauma, cardiac, and surgical settings, followed by an analysis of the author's top five CliftonStrengths and their implications for team leadership. Drawing on Keirsey Temperament Theory, the portfolio identifies the Guardian temperament and its relevance to collaborative care. Self-assessment scores from Grossman and Valiga's "The New Leadership Challenge" are interpreted to evaluate leadership characteristics, followership style, and organizational environment. The portfolio concludes by connecting these insights to the author's five-year goal of becoming an Advanced Practice Nurse.
My nursing education includes earning an Associate Degree in Nursing (ADN) and a Bachelor of Science in Nursing (BSN). My professional nursing roles have included positions as a Registered Nurse in a Trauma/Surgery Progressive Care unit, a Cardiac/Stroke Unit, and a Medical/Surgical GI Department.
In the Trauma/Surgery Progressive Care setting, my duties included caring for post-intensive medical and surgical patients in a progressive care environment. Specific responsibilities encompassed medication administration utilizing the EPIC EMAR system, PICC line care, IV insertion, PEG tube feedings, TPN and lipid management, chest tube care, tracheotomy care, PCA assessment and management, catheter insertion, wound vac care, and pulmonary, cardiac, neurological, and GI assessment and management.
In the Cardiac/Stroke Unit, I provided care for post-surgical and medically complex cardiac and stroke patients in a rehabilitation environment. In addition to the duties listed above, I educated patients and families regarding home care, medications, precautions, and new medical issues, and worked collaboratively with physicians, therapists, and social workers in determining plans of care.
In the Medical/Surgical GI Department, I performed the same duties as in my previous roles and additionally educated patients and families on pre- and post-operative care. I performed accurate assessments of patients upon arrival to the unit and prior to surgical procedures in order to maintain the highest level of safety, collaborated with physicians to develop plans of care, created patient-focused goals, and worked as a team member in fostering a safe and positive work environment.
My leadership experiences include leading stroke education seminars with patients and families. Leadership, as I understand it, is the ability to support others within a professional group or organization so that they may achieve their maximum potential toward a common goal — in nursing, that goal is creating the best possible environment to support optimal patient care and, ultimately, patient healing.
My five-year goal in nursing is to practice as a Nurse Practitioner and to complete medical mission trips.
My top five strengths are: (1) Achiever; (2) Competition; (3) Analytical; (4) Ideation; and (5) Focus. The Achiever strength will assist me in getting things accomplished. My Analytical strength will aid in problem-solving and the identification of solutions. Ideation and Focus are strengths that will support the development of solutions to problems and help me remain on task until the work is complete.
My Competition strength could serve as a liability if I do not keep my competitive edge in check when working in a team environment. Awareness of this potential weakness is itself a form of professional development. Rather than attempting to become a dominant leader who tries to do everything independently, I will focus on building a cohesive team that is well-rounded across all domains. My strengths can guide me in assembling a team that works in unison toward a common goal, while also providing the focus and commitment necessary to accomplish what needs to be done. Additionally, these strengths support problem-solving and the identification of effective solutions.
According to Keirsey Temperament Theory, the Guardian temperament is described as the "cornerstone of society" because it is the temperament "given to serving and preserving our most important social institutions" (Kiersey, 2014, p. 1). The natural talents of the Guardian include "managing goods and services from supervision to maintenance and supply," and Guardians "use all their skills to keep things running smoothly in their families, communities, schools, churches, hospitals and businesses" (Kiersey, 2014, p. 1). Core characteristics of the Guardian include taking pride in being "dependable, helpful, and hard-working" and being "dutiful, cautious, humble and focused on credentials and traditions" (Kiersey, 2014, p. 1).
Understanding temperament variability is key to leading in a team environment because different temperaments are best suited to different roles. According to Keirsey Temperament Theory, there are four temperaments: (1) Guardians; (2) Idealists; (3) Artisans; and (4) Rationals. Idealists are described as "Abstract Cooperators" who speak "mostly of what they hope for and imagine might be possible for people," always striving to reach their goals without compromising their personal code of ethics (Kiersey, 2014, p. 1). Artisans are described as "Concrete Utilitarians," focused on hands-on tasks and practical results, and are willing to bend the rules when necessary. Rationals are described as "Abstract Utilitarians," focused on novel problems and visionary solutions, and are reported to "always act as efficiently as possible to achieve their objectives, ignoring arbitrary rules and conventions if need be" (Kiersey, 2014, p. 1).
Each temperament offers unique benefits to a team. For example, the Artisan temperament is highly task-oriented and excels at achieving immediate, effective results, while the Rational temperament is well-suited to generating new solutions to emerging problems. Each temperament supports the team effort in its own distinct way.
Four key takeaways from Keirsey Temperament Theory that inform my leadership development are: (1) My own Guardian temperament is well-suited to the nursing profession and supports my professional goals. (2) Other temperaments will support the team effort in their own unique ways through varying perspectives on problems and solutions. (3) All temperaments are valuable in a team environment. (4) It is important to respect all temperament perspectives, because solutions to complex problems are often found by considering a diverse range of viewpoints.
After completing the self-assessments from The New Leadership Challenge by Grossman and Valiga (2009), my Leadership Characteristics and Skills assessment score is 53, and my perception of what makes a good leader is described as "probably mixed between the difference of management and leadership" (p. 18).
"Self-assessment scores and Grossman and Valiga framework"
"Five-year goal as Advanced Practice Nurse"
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