Developing nursing leadership talent-Views from the NHS nursing leadership for south-east England

This article explores the views of current nursing leaders in the National Health Service on the actions and resources that are required to develop and maintain nursing leadership talent.

Although there is considerable talent and expertise within the nursing leadership community, numerous unfilled vacancies and gaps have been identified in competence and capability, with a national analysis indicating that nearly a third of National Health Service director posts are filled by interim appointments or are vacant. Nursing director posts are amongst those vacant for the longest periods.

Semi-structured interviews were conducted with NHS directors of nursing, chief nurses, directors of quality and their deputies in south-east England to explore the characteristics of their roles, development needs, barriers to applying for posts or staying in their posts, future talent identification, and support networks.

Nursing leadership roles are perceived as demanding, poorly remunerated, isolating, and representing a major increase in responsibility and career risk. Too much development is currently informal.

Talent identification and support need to be timely, structured, experientially based, and focused on building resilience and confidence. Coaching, mentoring, and support networks are considered crucial.

Nursing leadership talent needs to be formally identified, developed and supported within organisations and networks should be maintained to reduce professional isolation and counter negative perceptions.