Stepping Into Leadership: Conflict Management Among Newly Appointed Charge Nurse in a Tertiary Hospital

Abstract

The study was of qualitative phenomenological design, the objective being explored were the lived experiences of nine newly appointed charge nurses. The data were gathered using a semi-structured interview, analyzed to establish themes that emerged from the data. The themes that emerged were: (1) Embracing the transition to a leadership position: from doubts and uncertainty to accountability, (2) Management of conflicts at the workplace through fair and professional leadership, (3) Implementing dynamic and adjustable styles for conflicts management, (4) Development of an adaptable and reflexive leader, and (5) Fostering leadership effectiveness through professional training and institutional supports. At the outset of their roles, the participants reported fears, doubts, and anxieties; they, however, experienced growth in confidence and self-esteem with accumulated experiences, role modeling, and organizational support. Leadership development and mentoring as key organizational support initiatives proved significant to enhancing the leadership capability of novice charge nurses.