The problem of a lack of understanding of what influenced the decisions of staff nurses to reject a nursing-leadership role may have contributed to the inability of health-care organizations to recruit nurses into nursing-leadership positions. The purpose of the qualitative, collective case study was to determine the perceptions of the factors staff nurses in Alberta, Ontario and British Columbia, Canada, believe led them to decline a nursing-leadership position. An e-mail interview with a purposeful sample of staff nurses obtained the information on perceptions. Thematic analysis revealed that there were three main themes identified by the study participants as having influenced their decision to reject a nursing-leadership role. The three themes mentioned by the majority of the participants were inadequate support from the organization, unreasonable workload, and too much stress associated with the role.
The recommendations for health-care organizations include providing leadership development activities for both potential and new nurse leaders. Another recommendation is to institute a formal mentoring program to connect potential and new nurse leaders to successful senior nurse leaders who may be able to model the behavior and skills necessary to flourish in the health-care organizations of today. The final recommendation is to provide educational opportunities to potential nurse leaders to gain the skills and competencies necessary to be successful. Understanding where to put the limited resources most health-care organizations have to achieve the greatest return may influence the success of nursing leadership succession planning.
|School:||University of Phoenix|
|School Location:||United States -- Arizona|
|Source:||DAI-B 70/08, Dissertation Abstracts International|
|Subjects:||Nursing, Health care management|
|Keywords:||Decision theory, Leadership positions, Nursing leadership, Rejecting leadership positions, Staff nurses|
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