Week Two: Self-Understanding as an Agent of Change

Self-Awareness in Leadership

Self-awareness is one of the most essential steps a leader can take to become more effective. In today’s healthcare environment, where change and complexity are constant, this quality is no longer an option; it is essential. As future leaders are asked to step into increasingly dynamic roles, we must recognize that understanding ourselves deeply is the foundation for leading others well.

  

Simon Sinek reminds us in his TED Talk, Self-Awareness: The Key to Personal Growth and Success, that living with blind spots may be tolerable for some, but for anyone who wants to improve and grow, intentional feedback and reflection are essential. For me, that means acknowledging my own areas that need improvement, such as learning to listen with intent and creating the right setting for others’ voices to be heard.

As leaders, we cannot always control the chaos, but we can choose to stay committed to personal growth. In practicing self-awareness, we grow stronger in all areas of our lives.

 Personality Insights: Myers–Briggs Type Indicator

When I first took the Myers–Briggs test as a young Army officer, I tested as an INTJ—quiet, strategic, and driven by analysis. Back then, I was timid, more introverted, and somewhat passive. Over the years, the Army changed my way of approaching leadership. Leading Soldiers in a challenging environment required me to grow bolder and more assertive.

I have evolved into an extrovert type with the ability to be more assertive. I am now an ENTJ-A—“The Commander”—I naturally lead with decisiveness, vision, and determination. The Army sharpened these traits with resilience and discipline, while nursing created an opportunity for me to combine humility, compassion, and collaboration. Together, they balance who I am as a leader. 

Leadership Through the Johari Window

 

The Johari Window helps me visualize this evolution in my personality. My open area includes strengths others readily see—strategic thinking, clear communication, and a habit of encouraging others. A close friend once described me as joyous, quick to laugh, observant, and generous with praise. These qualities inspire confidence in those around me and help build the trust that leadership depends on.

 I am aware of my blind spots. My directness can sometimes feel blunt, and my straight-forward, no-nonsense approach can sometimes overshadow others’ emotions. Feedback from my peers has helped me recognize and adjust these weaknesses. I also struggle at times with listening with full intent—when I get excited about an idea, I may interrupt others to add my perspective. My husband recently pointed this out, reminding me how often I overlook the simple truth that listening is just as important, if not more so, than speaking.

In my hidden area, I carry vulnerabilities I don’t always show—uncertainty, self-doubt, and the weight of high expectations. I often hold myself to such high standards that when I fall short, I can be my own harshest critic. I also wrestle with replaying the past, even though I know moving forward is essential. Sharing these struggles more openly, however, has taught me that vulnerability fosters authenticity and builds stronger connections with others.

Finally, the unknown area reminds me that my leadership qualities that I am still developing. As I step into my role as a nurse educator, I expect to discover new strengths—mentoring groups of students, shaping learning environments, and finding innovative ways to connect theory with practice. I may uncover deeper resilience, greater creativity in teaching, or even new approaches to advocacy. These unknowns remind me that leadership is not a finite destination, but a lifelong journey of continuous self-discovery.

From Army to Nursing: Lessons in Humility and Adaptability

One of the most humbling transitions of my life was moving from the Army to nursing. In the military, authority is grounded in rank and order; in nursing, leadership depends on collaboration and trust. Entering healthcare required me to step back from giving direction and instead learn from others as a beginner.

That shift developed one of my greatest strengths: adaptability. In nursing, adaptability allows me to embrace diverse perspectives, value teamwork, and listen deeply. It has also taught me humility—reminding me that no leader has all the answers and that leaning on colleagues makes the entire team stronger.

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Learning from Introverts and Extroverts

 

Susan Cain’s TED Talk (2012) challenged me to rethink personality in leadership. Not everyone is outgoing—and that is perfectly acceptable. Leaders should encourage individualism, not conformism.  Extroverts bring energy and visibility, while introverts bring reflection, depth, and innovation. Both are essential. Cain also highlights that group work isn’t always the answer—we need autonomy and space for independent thought.

When I think about working with people whose personalities differ from mine—those who are more introverted, less bold, and gentler in their approach—I’ve come to appreciate how effective they truly are. Their quieter voices and empathetic nature bring balance to my constant drive to move forward. They remind me that leadership is not only about vision and momentum, but also about listening, patience, and compassion. These colleagues don’t just balance my strengths—they teach me to lead with greater empathy.

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The Art of Being Yourself

Caroline McHugh’s TED talk, The Art of Being Yourself, reminds us that authenticity is power. Too often, we don’t embrace who we truly are. We begin to realize our full potential when we act authentically, without comparison or desire to be someone that we’re not.

Across both my careers, I’ve worked with people vastly different from me. As an ENTJ, I am a “big picture person”; I lead with vision and drive, yet I’ve learned the opposite personality type—the introverted, more feelings-based colleagues—quietly inspire through thoughtfulness and compassion. Their perspective balances mine, reminding me that leadership is not one-size-fits-all. It begins with knowing yourself and valuing what others bring.

Authenticity has helped me build trust by being open about my values, challenges, and even mistakes. In healthcare, creating space for others’ strengths is essential for collaboration and growth.

I experienced this truth most profoundly on a wilderness trip with fellow female veterans. For a week, we traded phones for heavy packs, steep climbs, and the discomfort of sleeping in tents. The physical challenge was demanding, but the reflection was even more transformative. With no makeup, no distractions—just trails, campfires, and honest stories—we found clarity about who we were becoming and strength in the simplicity of being ourselves.

Teaching Through Encouragement: Being a Change Agent

 One thing I wish were more commonplace in healthcare is the willingness of experienced nurses to pause and turn moments into opportunities for teaching. Too often, stressful environments lead to dismissive responses or missed chances for growth. I believe no one should ever feel “stupid” or diminished for asking a question or making a mistake. Every moment, especially the challenging ones, can be reframed as an opportunity to develop skills, deepen understanding, and build confidence.

As I prepare for my future role as a nurse educator, this is a value I intend to carry into my practice. My goal is to create an atmosphere where curiosity is encouraged, questions are welcomed, and learning is continuous. By treating each interaction as a chance to nurture growth, I hope to build not only competent nurses but also confident ones who feel supported to thrive.

Complexity Science in Practice

Pat Ebright (2010) sheds light on what I often felt at the bedside: healthcare is not linear—it is complex. Every nursing shift is shaped by countless interactions: a patient suddenly destabilizing, a discharge delayed, or an admission arriving at the worst possible moment—often right at shift change. These ripples create strain not because of poor planning or bad intent, but because the system itself is dynamic and adaptive. In a complex adaptive system, relationships matter, small changes evolve into larger consequences, and one disruption can cause an impact throughout the unit.

I remember coming home after overwhelming shifts, struggling to explain the day to my husband. The challenges weren’t isolated events, but several disruptions woven together in ways that I couldn’t easily explain. It wasn’t one big crisis; rather, it was a chain reaction of small, compounding events. I was exhausted, full of emotion, and unsure how I could face another day on the floor. Complexity science finally gave me the term that explains this phenomenon; what I was experiencing wasn’t personal failure or poor preparation, but the lived reality of working within an adaptive, nonlinear system (Ebright, 2010).

Conclusion: Leadership, Innovation, and Making a Difference

In today’s value-driven era, the key question for leaders is no longer about the tasks you complete, but about the impact you create. Albert and Pappas (2025) emphasize that effective leadership is measured by the ability to create sustainable value, advance innovation, and ensure that work has a lasting impact on patients, teams, and systems.

As I prepare for my future role as a nurse educator, I know my responsibility will extend beyond teaching skills. My task will be to help future nurses think critically, adapt to change, and embrace innovation as part of practice. Healthcare organizations must evolve alongside them, moving away from rigid hierarchies and toward collaborative spaces where people from different fields come together to create new solutions.

Leadership is no longer about what I achieve personally, it is about who I help others become. By expanding my open window through feedback, authenticity, and shared experience, I strive to create an environment where others feel safe to grow. That is the leader I am becoming.

References

Albert, N. M., & Pappas, S. (2025). Quantum leadership: Creating sustainable value in health care (7th ed.). Jones & Bartlett Learning.

Cain, S. (2012). The power of introverts. TED. https://www.ted.com/talks/susan_cain_the_power_of_introverts

Ebright, P. (2010, September 7). Complex adaptive system theory [Video]. YouTube. https://www.youtube.com/watch?v=VNFFEJqz9YA

Inspire Daily. (2024, July 26). Self awareness the key to personal growth and success. [Video]. YouTube.

McHugh, C. (2013, June). The art of being yourself [Video]. TED. https://www.ted.com/talks/caroline_mchugh_the_art_of_being_yourself