The making of a nurse manager: the role of experiential learning in leadership development

Authors


Eloise Balasco Cathcart
New York University
College of Nursing
726 Broadway #1020
New York
NY 10003
USA
E-mail: eloise.cathcart@nyu.edu

Abstract

cathcart e. b., greenspan m. & quin m. (2010) Journal of Nursing Management18, 440–447
The making of a nurse manager: the role of experiential learning in leadership development

Aim  To articulate the experientially acquired knowledge, skill and ethics embedded in nurse manager practice and describe the ways in which they were developed.

Background  The role of the nurse manager is usually described in lists of competencies, talents and traits which fail to capture the experience-based judgment and practical knowledge in this pivotal organizational role.

Method  Using Benner’s methodology of practice articulation, 32 nurse managers wrote and interpreted first person narratives of their practice. The experience level of the group ranged from new nurse managers to those with more than 10 years’ role tenure. The seminars were facilitated by a seasoned nurse executive and nurse manager with expertise in narrative interpretation.

Results  Interpretation of the paradigm case of one nurse manager suggests that complex leadership challenges can be a source of significant experiential learning for the individual and for the group.

Conclusions  Articulating and reflecting on experiential learning elucidates the skilled knowledge and judgment embedded in nurse manager practice which cannot be accessed in any other way.

Implications for nursing management  Articulating the practical knowledge which is necessary for effective nurse manager practice can hasten the development of role incumbents.

Ancillary