Changes in nursing identities: supporting a successful transition

Abstract

This article examines the role of nurse managers in delivering the NHS modernization agenda by supporting the development of new and innovative nursing roles as proposed in recent health care policy. A study by Ewens (1998) indicates that nurses will respond positively to new short-term developments because of the ability to re-conceptualize work roles before actually undertaking them, but that long-term success will depend upon whether the workplace provides the scope and flexibility for integration of new identities into the self-concept. It is argued that when nurses find a gap between what they believe their role could be and what in reality it is allowed to be they separate their self-concept from their work role. In this situation the nurse experiences frustration and disappointment and the work role becomes 'untenable', resulting in them either leaving or retreating back into traditional professional identities. A discussion is provided on the role of nurse managers in the prevention of this negative response by supporting innovative work environments that can accommodate the new roles envisaged in the current policy. The paper concludes with consideration of the current direction of nursing and questions whether this move towards the nurse as 'assistant physician' will, in the longer term, be a good thing for patients.

Helping or hindering: the role of nurse managers in the transfer of practice development learning

“…The extent to which obstruction by others presents a constraining force is mirrored in the findings of other researchers. As Ewens (2003) concludes, senior managers should take heed of these findings in terms of the constraining influence peers, managers and organizations may have over the experience of practitioners attempting to introduce new practices.…”

Nursing students' perceptions of nursing: a descriptive study of four cohorts

“…It is a bidirectional interplay that holds true to the linear concept of experience. Based on the reviewed literature (Ewens 2003; Manninen 1998), the authors of the current study would assume that perception of one's professional identity changes over the course of the 4 years of the nursing programme.…”

The effect of structural empowerment and perceived organizational support on middle level nurse managers' role satisfaction

“…This role conflict, in turn, can lead to dissatisfaction and disappointment on the part of middle managers. Ewens (2003) argues that in these circumstances the work role becomes untenable, threatening the quality of the work environment for all. The extent to which changes in professional roles lead to innovation or retreat depends largely on the culture of the work organization and the support provided.…”