Document Type
Article
Publication Date
4-1-2007
Abstract
The career progression from staff nurse to nurse manager is a common promotional pathway. Yet, seldom are staff nurses who are promoted to managers prepared, either practically or psychologically, for the new role. This quantitative study tests data from 100 Nurse Managers using the Theory of Planned Behavior in combination with Maternal Role Attainment Theory as the theoretical framework for the study. The purpose of this descriptive study is to better understand the staff nurse to nurse manager transition process from the perspective of nurse managers themselves and to discover key barriers to, and enablers of, professional success. The findings suggest that successful role transition requires that a nurse manager relinquish the staff nurse role for the nurse manager role, decreasing the attachment to clinical nursing identity and behaviors. The nurse manager establishes management identity by self definition and seeking models for new normalizations. The restructuring of goals, behaviors and responsibilities impacts the nurse manager's attitude, job satisfaction and performance. In an era where the nurse manager is seen as vital in helping to stem the nation's escalating nursing shortage, understanding and remedying barriers to optimal performance is crucial.
Keywords
management.
Rights
© The Author(s). Kelvin Smith Library provides access for non-commercial, personal, or research use only. All other use, including but not limited to commercial or scholarly reproductions, redistribution, publication or transmission, whether by electronic means or otherwise, without prior written permission is strictly prohibited.
Department/Center
Design & Innovation
Recommended Citation
Hudson, Pamela C., "Managing the Transition from Staff Nurse to Nurse Manager--Change in Clinical Nurse Identity" (2007). Student Scholarship. 302.
https://commons.case.edu/studentworks/302
