Electronic Theses and Dissertations

Date

2025

Document Type

Dissertation

Degree Name

Doctor of Philosophy

Department

Nursing

Committee Chair

Leanne Lefler

Committee Member

Annapoorna Mary

Committee Member

Sheri Howard

Committee Member

Teresa Richardson

Abstract

The transition from a clinical nursing role to a nurse manager position is often challenging and stressful. Nurse managers are expected to possess a complex set of leadership competencies; however, many feel unprepared and unsupported during this critical transition. This qualitative interpretive study explored the lived experiences of nurse managers in relation to their leadership development and competency acquisition within the hospital setting, focusing on challenges and successes encountered during the transition into the nurse manager role. Using Interpretive Phenomenological methodology, semi-structured interviews were conducted with 22 nurse managers from various hospital settings across the United States. Two areas of findings were prominent, leadership transition and leadership development. Data analysis revealed four themes regarding leadership transition experiences: 1) Inadequate Preparation & Orientation, characterized by "sink or swim" experiences and minimal formal guidance; 2) Critical Knowledge & Competency Gaps, particularly in financial management and human resource skills; 3) Role Identity Transition Challenges, involving complex shifts from peer to leader relationships; and 4) Staffing & Resource Challenges, including competing clinical and administrative demands. Secondly, three themes emerged regarding leadership development: "Evolution of Leadership Identity," "Core Leadership Competencies," and "Development Recommendations." Participants described their leadership development as a complex journey marked by gradually increasing confidence, development of authentic leadership styles, experiential learning, and resilience building. Most participants (93%) reported significant knowledge gaps in budgeting and financial management, while all identified people management as challenging regardless of experience level. Participants emphasized the need for structured leadership development programs with dedicated mentorship and peer support networks. The findings suggest that while theoretical knowledge provides a foundation, leadership identity development requires experiential learning, mentorship, and organizational support. Healthcare organizations should implement comprehensive transition programs for new nurse managers, including structured orientation, progressive responsibility, dedicated mentorship, and administrative support to enhance leadership effectiveness and improve retention.

Comments

Data is provided by the student.

Library Comment

Dissertation or thesis originally submitted to ProQuest.

Notes

Open Access

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