What is it about?
A key gap in literature in relation to Health and Social Care Partnership Community Nurse Middle Managers in Scotland is addressed. As the Community Nursing Middle Manager role expands through change they maintain an implicit connection with service users to maintain quality and are proud to be nurses aligning their identity with their career history. The style in which CNMMs are managed impacts on the retention of these experienced staff.
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Why is it important?
Results show how culture and executive/senior management leadership style influences engagement and retention of this important population. This concept was a significant area to explore, given the potential challenges of change, first to the identity and role of CNMMS in the present context of further ‘integration’ in Scotland and second, given the age profile of middle managers, a high proportion could retire or potentially leave the workforce, leaving a concerning dearth of experienced nurses as managers.
Perspectives
I hope that this article is thought provoking and challenges the perceptions of those who view the community nursing middle management role negatively or through the narrow lens of bureaucracy. I believe that it is vitally important that the complexity of CNMM role enactment through change is understood and supported adequately so that that community nursing middle management roles remain attractive for the future. More than anything else I hope that I have done justice to the stories of each participant who made this article possible and who despite the challenges of opposing philosophies maintained their moral compass grounding it in nursing values and ethics.
Elaine Allan
NHS Grampian/The Robert Gordon University
Read the Original
This page is a summary of: Community nursing middle management: ‘dealing with different people in different time zones on both sides’, British Journal of Community Nursing, September 2017, Mark Allen Group,
DOI: 10.12968/bjcn.2017.22.9.448.
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