Mentoring of New Rural Nurse Managers: Does Mentoring Make a Difference?

2.50
Hdl Handle:
http://hdl.handle.net/10755/308515
Category:
Abstract
Type:
Presentation
Title:
Mentoring of New Rural Nurse Managers: Does Mentoring Make a Difference?
Author(s):
Lindsey, Leigh Keeton
Lead Author STTI Affiliation:
Kappa Theta
Author Details:
Leigh Keeton Lindsey, PhD, MSN, leigh.lindsey@wku.edu
Abstract:

Session presented on: Monday, November 18, 2013

The aim of this study was to examine rural nurse managers’ experiences with mentoring once assuming their new management role.  This research study used qualitative methods to examine mentoring experiences in relatively new and inexperienced nurse managers in the rural setting.  Social Learning Theory was used as the theoretical framework, and the conceptual framework consisted of Stewart and Krueger’s (1996) concept analysis of mentoring in nursing.  Stewart and Krueger’s  concept analysis identified the following six essential attributes of mentoring in nursing: a teaching-learning process, a reciprocal role, a career development relationship, a knowledge or competence differential between participants, a duration of several years, and a resonating phenomenon.

Ten nurse managers working in six different rural hospitals in southcentral Kentucky were interviewed for this study.  While mentoring had occurred for participants, it occurred at varying degrees.  Six of the participants reported mentoring relationships consistent with Vance and Davidhizar’s (1996) definition of mentoring used for this study.  Three participants reported being mentored once assuming their new role; however, further discussion with the nurse manager revealed a relationship more consistent with receiving training or having a temporary preceptor.  One participant understood the meaning of mentoring, but she was unable to identify a mentor since assuming her role as nurse manager.

Data analysis of this study’s participant responses revealed several common themes: difficult transition to management role; perceptions of having a mentor; desirable traits of a mentor; investing time in people and training; and discovering individual leadership style on the job.  Responses showed the importance of mentoring and that it was valued by new managers.  Further research in the needs of new managers could help hospitals do more to help the new manager feel supported, which would contribute to the manager’s longevity in the position.

Keywords:
mentoring; rural nurse managers
Repository Posting Date:
19-Dec-2013
Date of Publication:
19-Dec-2013
Conference Date:
2013
Conference Name:
42nd Biennial Convention
Conference Host:
Sigma Theta Tau International, the Honor Society of Nursing
Conference Location:
Indianapolis, Indiana, USA
Description:
42nd Biennial Convention 2013 Theme: Give Back to Move Forward. Held at the JW Marriott

Full metadata record

DC FieldValue Language
dc.language.isoen_USen_GB
dc.type.categoryAbstracten_GB
dc.typePresentationen_GB
dc.titleMentoring of New Rural Nurse Managers: Does Mentoring Make a Difference?en_GB
dc.contributor.authorLindsey, Leigh Keetonen_GB
dc.contributor.departmentKappa Thetaen_GB
dc.author.detailsLeigh Keeton Lindsey, PhD, MSN, leigh.lindsey@wku.eduen_GB
dc.identifier.urihttp://hdl.handle.net/10755/308515-
dc.description.abstract<p>Session presented on: Monday, November 18, 2013</p>The aim of this study was to examine rural nurse managers’ experiences with mentoring once assuming their new management role.  This research study used qualitative methods to examine mentoring experiences in relatively new and inexperienced nurse managers in the rural setting.  Social Learning Theory was used as the theoretical framework, and the conceptual framework consisted of Stewart and Krueger’s (1996) concept analysis of mentoring in nursing.  Stewart and Krueger’s  concept analysis identified the following six essential attributes of mentoring in nursing: a teaching-learning process, a reciprocal role, a career development relationship, a knowledge or competence differential between participants, a duration of several years, and a resonating phenomenon. <p>Ten nurse managers working in six different rural hospitals in southcentral Kentucky were interviewed for this study.  While mentoring had occurred for participants, it occurred at varying degrees.  Six of the participants reported mentoring relationships consistent with Vance and Davidhizar’s (1996) definition of mentoring used for this study.  Three participants reported being mentored once assuming their new role; however, further discussion with the nurse manager revealed a relationship more consistent with receiving training or having a temporary preceptor.  One participant understood the meaning of mentoring, but she was unable to identify a mentor since assuming her role as nurse manager. <p>Data analysis of this study’s participant responses revealed several common themes: <i>difficult transition to management role; perceptions of having a mentor; desirable traits of a mentor; investing time in people and training; and discovering individual leadership style on the job.  </i>Responses showed the importance of mentoring and that it was valued by new managers.  Further research in the needs of new managers could help hospitals do more to help the new manager feel supported, which would contribute to the manager’s longevity in the position.en_GB
dc.subjectmentoringen_GB
dc.subjectrural nurse managersen_GB
dc.date.available2013-12-19T17:32:21Z-
dc.date.issued2013-12-19-
dc.date.accessioned2013-12-19T17:32:21Z-
dc.conference.date2013en_GB
dc.conference.name42nd Biennial Conventionen_GB
dc.conference.hostSigma Theta Tau International, the Honor Society of Nursingen_GB
dc.conference.locationIndianapolis, Indiana, USAen_GB
dc.description42nd Biennial Convention 2013 Theme: Give Back to Move Forward. Held at the JW Marriotten_GB
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