Effect of mentoring on professional values in model C clinical nurse leader graduates

Abstract

Formal mentoring relationships are powerful and should be used to promote professional values for model C clinical nurse leader graduates.

Impact of mentoring relationships on nursing professional socialization

“…Unlike the quantitative Phase I and Phase II results reported in Gazaway et al (), this qualitative phase found that the participants showed no preference for type of mentoring relationship. Regardless of type of mentoring relationship, the Phase III participants identified with mentors who modelled excellence in nursing care and strove to emulate their clinical practice habits.…”

“…The current study was part of a larger investigation that used a mixed methods design, which incorporated quantitative and qualitative techniques to collect data in three distinct phases. The detailed methodology and quantitative results from Phase I and Phase II were previously reported in Gazaway, Anderson, Schumacher, and Alichnie (). The current study is the qualitative Phase III, which was designed to delineate the impact of mentoring on professional socialization directly from the participants themselves.…”

“…Gazaway et al () fully describes the model C clinical nurse leader graduates participating in Phase I and Phase II. For the current study (Phase III), the novice model C clinical nurse leaders (NLRNs) agreed to be contacted by the principal investigator (PI) after completing the Phase II quantitative survey.…”

How do nurses' work arrangements influence nurse managers' communication? A qualitative study

“…Because professional development helps nurses to keep abreast of advances in nursing science (Berg Jansson & Engström, ; Jooste & Prinsloo, ), the implementation of formal mentoring for all clinical nurses is important to ensure that temporary nurses not only receive the same information and support that permanent nurses receive but also to develop temporary nurses to their full professional potential (Gazaway et al, ). Formal mentoring programmes expand trusted sources of information for permanent nurses (Fleig‐Palmer et al, ), allowing nurses to triangulate and critically evaluate a broader set of information.…”

“…Staffing is a common concern among international nurse managers because staffing not only affects the placement of nurses and the organisation of nursing teams (Cupit, Stout‐Aguilar, Cannon, & Norton, ; Holm‐Petersen, Østergaard, & Andersen, ; Jooste & Prinsloo, ; Maenhout & Vanhoucke, ; North et al, ), but it also influences how nurses relate to and support one another (Feather, Ebright, & Bakas, ; Gazaway, Anderson, Schumacher, & Alichnie, ; Gittell, ; Holland, Cooper, & Sheehan, ; McCabe & Sambrook, ). Despite the burgeoning interest in how managers communicate and support their nurses (Brunetto, Farr‐Wharton, & Shacklock, ; Hartung & Miller, ; Marx, ; Rouse & Al‐Maqbali, ; Timmins, ), the literature offers limited insights into how the proliferation of nurses' varied work arrangements affects the mentoring and support that nurses receive from their managers (Gan, ; Jones, ).…”