Deterrents in Taking up Nursing Leadership Positions in Kenya: A Qualitative Approach

Abstract

Leadership is a highly sought-after commodity and equally valued. However, the question of what makes good leaders continue to linger in most peoples' minds. Subsequently, to have a sustainable workforce in nursing, it is critical to have effective nursing leadership to address the ever-growing health care system challenges of which when resolved culminates to positive patient care outcomes. A job title does not make one a leader. For a long time, to qualify to be a nursing leader was dependent on the number of years worked. Promotion was based on the nurses' experience and the number of years worked.  With time, young, learned and experienced nurses have been declining to take up senior leadership positions. Thus, the deterrents to taking up higher leadership position were explored from seven nurses in leadership positions in a private city hospital. A qualitative study was done adopting the phenomenological approach to explore the registered nurses' experiences while in leadership positions. Purposeful sampling was used. Datawas obtained through in-depth interviews. Data analysis was done usingqualitative data analysis software:f4analyse. Five themes emerge which included: lack of work life balance, too many responsibilities, inexperience in people management especially the millennials, perception of micromanagement by the senior nurses,incentives not commensurate to their responsibilities. A conclusion was drawn with recommendations on implementation of policy on work life balance, developing the nurses on people management and delegation strategies.Furthermore, mentorship programs in leadership and coaching in with a well aligned succession plan would add value. To commensurate the remuneration with the responsibilities would require assessment of the external environment, perform market surveys to gain competitive advantage, attract and retain talents.