Read Advisory Board's take: 3 best practices to create leadership pathways for nurses
Nurse leaders play a vital role in hospital care, but there aren't enough nurses in the leadership pipeline, according to a NEJM Catalyst report. From biased colleagues to a lack of clear pathways, here's what's keeping nurses out of non-CNO leadership roles—and how to get them there.
For the report, researchers in August surveyed 682 clinical leaders and health care executives.
The researchers found that, despite nurses' bedside experience and perspective, nurses typically hold a minority of leadership positions. According to the survey, 63% of respondents estimated that nurses hold fewer than 25% of leadership roles. Only 18% of respondents estimated nurses hold at least 50% of the leadership roles at their organization.
The survey identified several factors that might explain why nurse leaders are relatively small in number.
One explanation might be that nurses simply aren't interested. In the survey, 58% of respondents estimated that fewer than 25% of nurses are interested in leadership roles.
What's the source of the disinterest in leadership?
1. A love of bedside nursing
Some suggest it's a love of bedside nursing that keeps nurses away from leadership roles.
Catalyst report co-author Stephen Swensen, Professor Emeritus at Mayo Clinic College of Medicine and a senior fellow, at the Institute for Healthcare Improvement, said, "You've got these nurses who spend these years training, love what they do, and don't want to move beyond it."
2. Biased colleagues
But some responses to the Catalyst survey suggest it's not love of the bedside keeping nurses away from leadership roles—bias against nurses might discourage them from seeking leadership roles.
According to the Catalyst report, nurses face an inherent gender bias and might also be pigeonholed by the perception that nurses are "doers" rather than strategists.
And nurse leaders might not get the same respect as their physician leader peers. Non-nurses were less likely than nurses to say nurse leaders and physician leaders should be considered equal regarding care delivery. According to the survey, 87% of nurses said nurse leaders and physician leader should be considered equal regarding care delivery. But that figured dropped 20 points among respondents who weren't nurses.
Here are some of the things commenters who didn't think nurse leaders should be considered physician leaders' equals had to say:
A clinician at a midsized for-profit physician organization in the West, said there are "[d]ifferent expectations regarding productivity etc." The commenter added that's "not to say [nurses] are not valuable and bring great ideas, but [that] there is a qualitative difference" between nurses and physicians.
Another commenter, director at a large for-profit teaching hospital in the South, said, "Some [nurses] should [be leaders] just like some MDs should not. But in general the MDs are the subject matter experts in care delivery."
3. It's unclear how to get there
Another, perhaps less controversial, explanation for the relatively small number of nurse leaders might be lack of clarity about a path to leadership, according to the Catalyst report. Nurse respondents in the survey were less likely to say they saw a pathway to leadership at their organization that non-nurse respondents. Among nurse respondents, 48% saw a path to leadership, compared with 68% of non-nurse respondents (Swenson/Robel, NEJM Catalyst, 12/6/18; Rappleye, Becker's Hospital Review, 12/10/18).
Carol Boston-Fleischhauer, JD, MS, BSN, Chief Nursing Officer and Managing Director, Katherine Virkstis, Managing Director, and Marisa Deline, Practice Manager, Nursing Executive Center
In our years speaking with nurses and nurse leaders around the country, we've heard about many of the same challenges and sentiments as the ones expressed this survey. In particular:
“This may be changing with the millennial generation”
We would also add two additional barriers that we've seen hold back would-be leaders:
All of these barriers certainly add up to a less-than-ideal environment for nurse leadership. So what can organizations do to change this status quo and elevate more nurses to leadership positions? We'd suggest the following:
To see how your own organization can adopt this practice, view our first-year nurse retention toolkit, which includes everything you'll need like: a preparation checklist, tips for the session, presentation scripting, customizable slides, discussion prompts, and a follow-up survey.
To learn more about Gundersen's model, including the leadership opportunities they identified, view page 94 of our National Prescription for Nurse Engagement.
At the end of the day, executive succession plans for healthcare organizations and systems will greatly benefit from recognizing both the broad and holistic preparation of the professional nurse, and nurses' unique potential to serve in healthcare leadership roles.
It's more important than ever for frontline nurses to be engaged in their work, committed to their organization's mission, and capable of delivering high-quality care in a complex and constantly changing environment.
This report identifies the unique challenges of engaging nurses and equips nurse leaders with five strategies for building a highly engaged workforce.
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