Leadership across boundaries: a qualitative study of the nurse consultant role in English primary care
Article first published online: 25 SEP 2007
Journal of Nursing Management
Volume 15, Issue 7, pages 703–710, October 2007
How to Cite
STEPHEN, A. (2007), Leadership across boundaries: a qualitative study of the nurse consultant role in English primary care. Journal of Nursing Management, 15: 703–710. doi: 10.1111/j.1365-2934.2006.00736.x
- Issue published online: 25 SEP 2007
- Article first published online: 25 SEP 2007
- Accepted for publication: 25 September 2006
- advanced roles;
- primary care
Aim To explore the emerging role of nurse consultant in an English primary care setting.
Background Nurse consultants have been introduced in England since 1999 as senior, non-managerial nurse leaders. They have generally found it that it takes time to negotiate manageable work-loads.
Design Four qualitative case studies
Methods Semi-structured interviews with stakeholders within the organization. Data were analysed thematically.
Findings All four nurse consultants might potentially work with a very large number of disciplines, departments and other organizations. As a result, it took time to identify priorities and to make relationships. Thus, although nurse consultants are well-placed to work across boundaries, two had made relatively little progress in doing so.
Conclusion Nurse consultants working in primary and community health care settings are well-placed to be boundary-spanners, delivering change across organizations. Negotiating priorities and relationships are time-consuming tasks, and nurse consultants may have to work with a restricted number of partners initially.