From the clinical to the managerial domain: the lived experience of role transition from radiographer to radiology manager in South‐East Queensland

Abstract

IntroductionThis study seeks to add to current literature a descriptive account of the lived experience of radiographers' transition to, and experiences of, management roles and identifies additional resources and support that are perceived as being beneficial for this transition.MethodsThis study employed a descriptive phenomenological stance. Using purposive sampling, six South‐East Queensland based private practice radiology managers, who had held their position for longer than 3 months, participated in audiotape recorded in‐depth interviews exploring their transition to, and experiences of management in radiology. Thematic analysis was used to describe and make meaning of the data.ResultsOverall, five central themes emerged through thematic analysis of the data. The results indicate that all participants' had an underlying drive to succeed during their role transition and highlight the importance of a comprehensive orientation by a mentor; the training and support to enable preparation for the role, especially in the area of people management skills and communication; the importance of access to networking opportunities and the importance of concise expectations from higher management.ConclusionRole transition can be marred with uncertainty, however; key suggestions indicate the importance of having support mechanisms in place before, during and after transitioning to a managerial role.

The Lived Experiences of Occupational Therapists in Transitioning to Leadership Roles

“…Qualitative analysis of this study's findings suggests that, in the hospital culture, nurses have more funding bodies for leadership development and more opportunities for leadership positions. These findings are consistent with previous research that indicates that leadership development has been a primary focus of the nursing profession for a longer time (Heard, 2014;Thompson & Henwood, 2016). This trend suggests that there are limited leadership opportunities for allied health care professions, though participants voiced that more leadership job postings have begun to surface in hospitals that are not strictly for those in the nursing profession.…”

“…Thus, it is suggested that by developing and maintaining relationships in and beyond one's own organization, occupational therapists can create leadership opportunities and positive connections that may further assist their career development. Consistent with previous literature, the findings of this study suggest that occupational therapists are more likely to pursue leadership roles if they are intrinsically motivated through their desire to influence the profession or their desire for career advancement (Heard, 2014;Thompson & Henwood, 2016).…”

“…The finding that support systems (i.e., mentorship, social support, and organizational support) are integral to fostering successful transitions into leadership roles is consistent with existing literature (Evans & Reiser, 2004;Heard, 2014;Lapointe et al, 2013;McCombie & Antanavage, 2017;Thompson & Henwood, 2016). The findings from this study strongly suggest that seeking out mentorship in the professional and educational environments is necessary to support leadership development.…”

“…Consistent with the previous research, transitioning roles can create role ambiguity and change relationship dynamics between colleagues, causing ongoing emotional stress (Evans & Reiser, 2004;Plakhotnik, Rocco, & Roberts, 2010;Thompson & Henwood, 2016). The findings from this study indicate that individuals who are transitioning into a leadership role require more learning than anticipated while not receiving adequate organizational support.…”

Structuring improved work environments for newly-qualified radiographers

“…Newly qualified radiographers require formalised institutional direction and support, and at the very basic level, a job orientation, clear job descriptions, and mentorship should be standard departmental policy. 14,15…”