The Fortitude Framework: A psychological model for sustained leadership presence in nursing

Despite growing recognition of the emotional strain and ethical complexity in nursing leadership, most leadership models continue to emphasize postcrisis recovery, role-based performance, or external outputs. This narrow framing leaves a gap in understanding how leaders can sustain their presence and judgment before, during, and after prolonged challenges.

This conceptual article introduces the Fortitude Framework, a leadership model grounded in psychological appraisal theory and adapted from Pretorius' theory of fortitude.

A concept analysis anchored in Pretorius' theory of fortitude, combined with a theoretical synthesis of related constructs (resilience, grit, hardiness, and self-efficacy), was conducted to clarify fortitude's conceptual boundaries. This process generated three interdependent internal capacities-Unapologetically Grounded (intrapersonal appraisal), Strategically Aligned (transpersonal appraisal), and Ethically Present (interpersonal appraisal)-that support sustained leadership presence under pressure.

The Fortitude Framework translates these capacities into observable leadership patterns that can be actively developed through reflective practice, coaching, and context-sensitive leadership development. Public health nurses are offered as exemplars of this model in practice.

The Fortitude Framework is situated within existing literature on resilience, self-efficacy, and moral presence, distinguishing fortitude as a foundational capacity rather than a reactive trait. It offers a new lens for leadership development and mentoring while guiding system-level strategies to support psychological sustainability in nursing leadership.