An important domain that emerged from the interpretation of 91 nurse manager (NM) narratives was achieving the right relationship between a NM and a recalcitrant staff member. This article depicts the qualitative distinctions in 2 stages of NM practice to show the importance of reflection on experiential learning in the development of expertise. This work confirms that NM development is more complex than teaching a curriculum of business and management theory and should include teaching for mastery of the skilled know-how of clinical leadership practice and formation of the person as manager.
Author Affiliations: Clinical Associate Professor and Coordinator (Ms Cathcart), Graduate Program in Nursing Administration, College of Nursing, New York University; Nursing Program Director (Ms Greenspan), The Center for Nursing Excellence, The Brigham and Women’s Hospital, Boston, Massachusetts.
The authors declare no conflict of interest.
Correspondence: Ms Cathcart, NYU College of Nursing, 726 Broadway, New York, NY 10003 (firstname.lastname@example.org).