Emotional labour within community nursing leadership

Recent months have seen great emphasis on leadership within the U.K. Unlike politicians, leaders of community nursing have little support from aides and advisors as they grapple with the implementation of policy agendas. This paper gives insight into some of the emotions involved in leading community nursing to meet some of the recent NHS policy agendas, such as shifting the balance of care. The focus of this paper aims to examine emotions in leadership, particularly collegial emotional labour within community nursing. Qualitative interviews with 12 leaders of community nursing pointed to the current trials and tribulations of undertaking a leadership role in community nursing. The nurse leaders indicated how they undertook surface acting to mask their emotions, to maintain a dignified and professional demeanour with colleagues. Interviews with nurse leaders highlighted the tensions in their roles and that they often felt unsupported. Few community nurse leaders had access to emotional support in their leadership role unless they became stressed and unwell. A recommendation is that support through coaching or mentorship should be made available for people in leadership positions whether new, experienced, senior or junior due to the challenges of the role.