NR 670 Week 8 Portfolio Presentation Example

Leadership Portfolio Presentation: One Disputable Proposition, Three Artifacts Shown Rather Than Described and a Prepared Answer About What Went Wrong

Student Name

College of Nursing, Chamberlain University

NR 670: Advanced Nursing Leadership Concluding Graduate Experience

Instructor Name

Month Day, Year

Leadership Portfolio Presentation: One Disputable Proposition, Three Artifacts Shown Rather Than Described and a Prepared Answer About What Went Wrong

Format

A ten-minute presentation to the course faculty and the unit manager, eight screens, with speaker notes. The artifacts appear on screen as images of the documents themselves.

Screen 1: The Proposition

On screen: "What I build lasts when a structure owns it, and fades when I carry it myself."

Notes: "Someone could disagree with this. They could say good leaders carry things personally and that's what makes them good. The rest of this presentation is my evidence that, at least for me, that's not how my impact survives."

Screen 2: Artifact 1, the Admission Acceptance Checklist

On screen: the one-page checklist, version 2, with its first step, the on-call call, highlighted.

Notes: "This came from a night I got wrong. It's in the policy binder, and four of five night charge nurses say they've used it. It doesn't need me."

Screen 3: Artifact 2, the Scheduling Guideline Sentence

On screen: the one-sentence addition to the scheduling guidelines, with the council's approval date.

Notes: "This came from a holiday dispute I had to decide. The decision was mine; the sentence belongs to the practice council, which means the question won't come back to whoever has my job next."

Screen 4: Artifact 3, the Week 6 Impact Table

On screen: the four changes and two reversions, with a column marking which would survive a Friday departure.

Notes: "Three of the changes survive a Friday departure: the checklist, the guideline and the night resource nurse. Three depend on me or have stopped: the whiteboard pause, the weekly falls note and the new graduate pairing. That's the pattern the proposition comes from."

Screen 5: My Own Objection

On screen: "But the huddle pause works, and it's personal."

Notes: "This is the strongest case against my proposition. The five-minute pause at the huddle has helped more than once, and it's entirely a habit of mine. My answer is that it works when I'm there and mostly not when I'm not, which supports the proposition rather than undermining it. I'm writing it into the huddle guidelines so it stops depending on me."

Screen 6: What Went Wrong, and What Changed

On screen: "15 August, 03:00: a guess about the on-call nurse."

Notes: "I didn't call the on-call nurse because I assumed they wouldn't answer. A nurse ended up with six patients and missed a heparin level by forty minutes. No one was harmed. What changed: I now test the cheapest assumption first, and the checklist makes everyone do the same."

This screen was prepared in advance because the question always comes. It is not improvised.

Screen 7: Where It Goes Next

The last two screens look forward rather than back. On screen: the six commitments from the development plan, each as an object with the person who must agree.

Notes: "The role I'm aiming for is nurse manager. My gaps are on the business side: budget, strategy, hiring and performance management. Each commitment leaves something someone else can see, and each names the person who has to say yes."

Screen 8: The Proposition Again, With the Next Test

On screen: "Next test: will the variance reports outlast my presenting them?"

Notes: "If my proposition is right, the budget work will last only if it becomes the unit's monthly routine, not mine. That's what I'll be watching."

The Unscripted Stretch

The questions are where the proposition is really tested, so the answers are prepared but short. Five minutes of questions follow. Likely questions and prepared short answers: "Isn't this just delegation?" Partly, but delegation hands over a task; a structure hands over ownership. "What if the structure is wrong?" Then it should be changed through the same structure, which is why I took the swap question to the council rather than writing it myself. Speaking up and learning in teams depend on leaders making it safe to question existing structures (Edmondson, 1999). Another likely question: "What will you carry personally as a manager?" Relationships with staff, which no structure can hold for me. The proposition is about changes to how the unit works, not about the people who work there.

What the Faculty and Manager Should Leave With

A presentation this short has to choose what its audience remembers. One proposition they can test against my next year, three documents they have seen rather than been told about and a clear account of the night I got wrong. If they remember only one screen of the eight, I want it to be the Friday table, because it is the evidence the proposition rests on, and it is the one they can check against my unit in a year.

How the Proposition Connects to Research

A systematic review of nursing leadership found relational styles linked with better staff and workplace outcomes (Cummings et al., 2018). Hospitals where nurses take part in shared governance have shown better results for patients and staff (Kutney-Lee et al., 2016). My proposition is a local version of both: impact that is shared through structures outlasts impact that is carried by one person.

What I Left Out

The holiday dispute, which shows that I can decide a conflict fairly but does not bear directly on the proposition except through the council's sentence. The fall huddle redesign, which the quality department shares. And the inventory itself, which supports the development plan rather than the proposition. Leaving them out keeps the presentation to one argument and three pieces of evidence, which is what the audience can hold in ten minutes. Each is in the written portfolio for anyone who wants it.

Rehearsal

Timed at nine minutes with the unit manager listening. The manager asked whether the proposition undervalues personal presence, which became the objection on screen 5. A second run-through, with a colleague from another unit, came in at eight and a half minutes and raised the delegation question now answered in the notes.

Why This Shape

Three artifacts are enough to carry one proposition when each is strong, and each was chosen because it shows a different structure: a procedure, a guideline and a staffing plan. More would turn the presentation into a tour of the term, which the audience has already seen in the portfolio.

References

Cummings, G. G., Tate, K., Lee, S., Wong, C. A., Paananen, T., Micaroni, S. P. M., & Chatterjee, G. E. (2018). Leadership styles and outcome patterns for the nursing workforce and work environment: A systematic review. International Journal of Nursing Studies, 85, 19-60. https://doi.org/10.1016/j.ijnurstu.2018.04.016

Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350-383. https://doi.org/10.2307/2666999

Kutney-Lee, A., Germack, H., Hatfield, L., Kelly, S., Maguire, P., Dierkes, A., Del Guidice, M., & Aiken, L. H. (2016). Nurse engagement in shared governance and patient and nurse outcomes. Journal of Nursing Administration, 46(11), 605-612. https://doi.org/10.1097/NNA.0000000000000412