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Recent government proposals seek to extend the role of nurses into management at a time of (yet another) cultural transformation for the British National Health Service (NHS). This is especially the case for line managers involved in service‐delivery, ward managers and clinical nurse managers for instance, roles typically undertaken by senior nurses. This paper aims to give some insight into the role of nurses as managers in the NHS hospital service. Data presented were collected as part of a longitudinal qualitative study, 1994 to date, in a North West trust hospital. The role of ward and unit management has significantly changed since the early images of the nurse as manager and it is hardly surprising that, given the fundamental shift in the framework of values and attitudes, senior nurses have greeted the management role with mixed feelings.

The World Health Organisation and the International Council of Nurses (WHO/ICN, 1991) broadly define addiction nurses' roles into eight domains that suggest a set of core competencies required to work effectively within this challenging area of nurse practice. This paper reports on a survey of addiction centres across eight European countries. The survey explored the role of the nurse specifically within methadone substitution therapy programmes, with the intention of mapping perceived key roles against the ICN/WHO domains. While many of WHO/ICN domains were evident (provider of care; educator; counsellor; advocate) significant limitations were revealed in other domains.

Nursing, as a gendered occupation, is one that requires vast amounts of emotional labor to be performed. As careworkers, nurses are required to assume multiple roles at work: medical expert, companion, and personal care provider. Roles, or expected behaviors associated with different statuses, have the potential to spillover between work and home environments. The purpose of this chapter is to investigate how nurses perceive their role-taking and emotional labor processes to influence experiences of work–family spillover.

Rooted in interactionist role theory, this investigation seeks to qualitatively examine how nurses assign meaning to their various roles and how they perceive their roles to influence work–family spillover. Using audio diary and interview data, this chapter proposes that nurses who practice role-person merger (Turner, 1978) and empathic role-taking (Shott 1979) will also perceive work–family spillover to be related to their caretaking roles as nurses. Three distinct themes emerged in this qualitative analysis related to how experiences of work–family spillover are influenced by the emotional labor demands of the job and the practice of empathic role-taking by nurses: (1) spillover related to required emotional labor is experienced both positively and negatively; (2) nurses actively exercise personal agency in an attempt to decrease negative spillover; and (3) nurses reported increased work–family spillover when they practiced empathic role-taking.

This analysis extends the literature in this area by demonstrating the connection between the structural influences on emotion, the individual perceptions of roles, and the subsequent experiences of work–family spillover.

The aim of this study is to investigate the roles of psychiatric mental health nurses during their work experiences in inpatient clinical settings.

A focus group of 10 graduate psychiatric nurses with more than two years’ practice in inpatient psychiatric settings reflected on their last six months’ work placements and continuous employment. The transcripts and field notes were analyzed through thematic analysis of inductive data.

Two main themes emerged: management roles and clinical roles. The participants reflected on caring activities and obstacles encountered in fulfilling their professional roles.

Multiple practice issues emerged. The participants perceived that psychiatric nurse specialists are required to perform more caring functions than practicable in the inpatient setting due to an excess of noncaring duties, structural minimization of the caring role and inadequate training. They felt that many of the functions performed were not within their expectations of the caring role of a psychiatric nurse specialist and believed that changes in nurse education and attention to clarification of nurses’ roles might enhance the role they play in patient care.

Several issues are reported in the literature regarding the preparation and training of nurses for the preceptor role. The purpose of this study is to explore the experiences, growth and development of nurses transitioning to the preceptor role in allied health contexts.

A basic interpretive qualitative research method was used for this study. In total, 20 preceptors who were practicing in a variety of healthcare settings participated in in-depth interviews.

The preceptors of this study found meaning through their teaching and learning encounters with novice nurses. Their meaning making led to identity development and new perspectives on both the nursing and preceptor roles.

This study extends the literature on informal learning and training by focusing on the unique work role of nurse precepting. Conclusions of this study call for additional research that examines other occupational areas in which workers have transitioned from expert to novice again, and how training can enhance these transitions

Participants described several areas of improvement for preceptorships: additional administrative support, guidelines and standards for preceptor training and preparation and additional time and support for transitioning to the preceptor role

Work role transition theory was used in this study to examine the preparation and training of preceptors. This study features the voices of nursing preceptors who have experienced changes in their employment status and major shifts in their work roles transitioning from expert to novice to expert again.

This study aimed to determine the effect of role conflict and role ambiguity on job satisfaction, self-efficacy and nurses’ adaptability and improvement in service quality by analysis of quality function deployment.

This study used a cross-sectional study design. The research sample of 115 nurses and 299 patients was obtained through the use of probability sampling techniques. Data were statistically analyzed using Spearman’s test to see the correlation between independent and dependent variables. Kruskal–Wallis and one-way ANOVA were used to see the differences and quality function deployment analysis was conducted to improve service quality.

The study concluded there is influence of role conflict and role ambiguity on job satisfaction, self-efficacy and nurses’ adaptability. There are differences in role ambiguity in the inpatient unit, critical room and the emergency room.

The quality of service in the hospital can be improved by evaluating the behavior of nurses on the quality of service perceived by the patient. In addition, the necessary improvement of discipline and commitment between physicians and nurses in improving the quality of services at the hospital.

With this measure, the management of nursing at the hospital can translate patient’s needs into specific plans to produce products and services that bring together the needs of the patient to service quality.

First-line nurse managers are frequently torn between conflicting demands from management and employees, and previous research suggests that nurse managers use a variety of responses to cope with these demands. The purpose of this paper is to explore the influence of social support on nurse managers’ responses to role-conflict.

Two focused ethnographic studies involving participant observation and interviews with seven first-line nurse managers were completed. One study included first-line nurse managers from four units in two municipalities (2005), while the second included three first-line nurse managers from a hospital in Norway (2015-2016).

Three types of responses were identified: the embracing managerialism career, the emphasising managerialism career and the emphasising professionalism career. Emphasising managerialism was associated with role distance from the role of nurse, whereas emphasising professionalism involved role distance from the managerial role.

This study provides insights into first-line nurse managers’ responses to role conflict, by identifying the mechanisms involved and an opportunity to develop a theoretical framework for future studies among nurse managers.

This paper reports on a study undertaken in one mental health NHS foundation trust in the UK, which sought to examine to what extent advanced practice nursing could contribute to advancing new ways of working in the future. The literature on advanced nursing in the UK is critically discussed and where availability permits, reference is made to international literature. The findings of a survey of nurses with a Masters degree or acting at advanced level are reported and discussed. Though the data reported here are largely confirmed by similar studies, nevertheless the insights provided should alert organisations to the complexity of introducing new roles during a time of radical change in the health care system. Despite the efforts of a highly motivated trust, respondents identified barriers and obstacles that were of such significance that some were forced to rethink their readiness to embrace the role. It is hoped that the recommendations derived from this study may assist other organisations at a similar stage of implementing advanced nursing practice roles.

This study aims to make visible the dynamic nature of leader–member exchange (LMX) in the changing realm of health-care leadership.

The qualitative study used an open questionnaire, which was distributed amongst nursing staff and managers at a Finnish public university hospital.

The participants described partly LMX theory, but the leader-member relationship was also influenced by the organizational culture and the existing management practices. Nursing staff were found to have a more variable and dynamic role in the LMX relationship than has previously been reported. The research therefore provided novel information for the field of health-care research.

The presented research was limited by the content of the data, as the collected single narratives were rather short; however, the fact that a large number of narratives were collected from diverse participants strengthened the ability to reliably answer the research questions.

Although the participants described partly LMX theory, the leader–member relationship is also influenced by the organizational culture and existing management practices; the finding that nurses have more variable roles in LMX relationships in the health-care context was new insight in this field. Therefore, the presented findings can help decision-makers change the current, perhaps antiquated, leadership practices at health-care organizations.

This study provides new insight into the field of LMX research in terms of the important role of nursing staff, the organizational factors that influence the LMX relationship and the dynamic nature of LMX relationships.

The aim of this paper is to examine the leadership role of the ward sister/charge nurse in the English National Health Service and demonstrate that its influence in maintaining standards of care has been undermined.

This is achieved through a critical review of the relevant research and policy literature. Evidence relating to recent failures in the provision of nursing care is summarised to establish the nature of the problem. This is followed by an analysis of existing research concerned with the ward sister/manager role in the context of recent policy.

The evidence demonstrating that the ward sister/charge nurse is one of the key determinants of quality care has been overlooked in recent years and this in part accounts for the quality failures that have occurred in NHS hospitals of late.

Action is needed to place the ward sister/charge nurse at the heart of the hospital system. Systems of organisational and mutual support are needed to ensure that these ward-based leaders can reach their full potential as the guardians of care.

The perspective offered in this paper illustrates how a solution to pressing organisational problem can be found through accessing the appropriate literature. Although the recommended action may not be “new” it is novel in the sense that it is based on rediscovering a role that already exists and can be supported to bring about change, rather than seeking wholesale complex change.