The development of nurses as managers: the prevalence of the self-development route

Foster, David

doi:10.1046/j.1365-2834.2000.00169.x

Cited by 16 publications

(16 citation statements)

References 4 publications

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“…This study found that most MHNs have administrative and managerial responsibilities regardless of grade and seniority. Foster (2000) validates this finding, stating that nurses practising in institutional settings have always performed managerial functions. One of the nursing activities associated with the manager role is attending the ward round.…”

Section: Role Ambiguitysupporting

confidence: 73%

How newly qualified mental health nurses perceive their role

Rungapadiachy¹,

Madill

Gough

2006

Psychiatric Ment Health Nurs

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This paper reports a follow-up study of 11 mental health nurses (MHNs) (from an original of 14) who were interviewed about their perception of the role of the MHN while they were still mental health student nurses (MHSNs). These participants perceived the MHN to perform a variety of roles, implementing ward administration, offering physical and psychological interventions, administering drugs and teaching. However, some MHNs were reported to function outside the boundary of professional practice in the form of alleged malpractice, non-involvement or negative approach to care. This study addresses the research question: 'how is the role of the MHN perceived after MHSNs have made the transition to MHN?'. The aim of the study is to examine whether nurses have changed the perception of their role having had 6-month post-registration experience. This information will inform the training of MHNs and identify possible problems with the way in which the function of the mental health nurse is organized. Semi-structured interviews were conducted with 11 MHNs at least 6 months post registration. Transcripts were analysed using a qualitative approach based on grounded theory. Analysis of the interviews with post-registration MHNs produced four main themes: transition, role ambiguity, lack of support and a theory-practice gap. Our conclusion is that there was no drastic change to participants' pre- and post-registration perception in that the role of the MHN is ambiguous by virtue of their engagement in a variety of tasks. However, post-registration participants were more able to articulate rationales for their role vis-à-vis the practical realities of the clinical areas.

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Section: Role Ambiguitysupporting

confidence: 73%

How newly qualified mental health nurses perceive their role

Rungapadiachy¹,

Madill

Gough

2006

Psychiatric Ment Health Nurs

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“…They claimed that people should be prepared in advance for the leader role. This lack of relevant and higher education, which has been reported for many years [1] , is incompatible with qualifications of a nurse leader of today, who has a comprehensive responsibility for the quality of nursing care. As the leader in clinical nursing has a great impact not only on the outcome of care but also on the working life for the staff [49] , the requirements of proper education should be clearly addressed before engagement in the role.…”

Section: Discussionmentioning

confidence: 98%

Being a nurse leader in bedside nursing in hospital and community care contexts in Norway and Sweden

Athlin

Hov²,

Petzäll

et al. 2014

JNEP

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“…Combined with our reading of earlier studies on the role of the ward manager, it is clear that while the span of responsibilities has expanded in recent decades to encompass more managerial duties, hospitals, including The Hospital, have not yet developed career planning and training for ward managers accordingly. Furthermore, there is evidence (supported in Table 1) that in years past, nurses have often been left to develop their own 'unstructured' career (Foster 2000). Such an approach tends to leave many ward managers to 'sink or swim'.…”

Section: Research Context and Methodsmentioning

confidence: 99%

Accidental, unprepared, and unsupported: clinical nurses becoming managers

Townsend

Wilkinson

Bamber

et al. 2012

The International Journal of Human Resource Management

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To what extent have hospitals developed their skilled clinicians to perform the administrative and human resources (HR) manager role of the ward manager? We consider this research question through an analysis of an acute hospital called 'The Hospital' where the executive team is aiming to adopt a form of high-performance work system (HPWS). We focus primarily on explanations in terms of conditions, rather than the personalities of individual managers, which are most powerful in shaping their behaviour. There has long been a failure of hospitals (and other employing organisations) to develop fully the skills required by employees before they become line managers. Line managers are a critical link in the high-performance chain and this study illustrates that, despite their rhetoric, hospitals may still have much potential for implementing schemes to develop nurses further to prepare them for linemanager positions and to support them after they move into such roles. We infer from this study that such hospitals may not yet have completed the journey to having HPWS. Hence, there is still much scope for such hospitals to progress and enjoy the benefits that proponents claim for HPWS.

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The development of nurses as managers: the prevalence of the self-development route

Cited by 16 publications

References 4 publications

How newly qualified mental health nurses perceive their role

How newly qualified mental health nurses perceive their role

Being a nurse leader in bedside nursing in hospital and community care contexts in Norway and Sweden

Accidental, unprepared, and unsupported: clinical nurses becoming managers

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