Wang Tong, Zhang Ran, Li Jing, Yao Fei, Wu Fei, Cai Weixin
Department of Nursing, Beijing Tiantan Hospital, Capital Medical University, Beijing 100070, China.
J Nurs Manag. 2025 Sep 8;2025:2702060. doi: 10.1155/jonm/2702060. eCollection 2025.
To design nursing management training systems based on the Kemp model and role theory, enhance new nurse managers (NNMs)' core competencies, and facilitate role transition. Amid the diverse and intricate practical setting of policy development and execution, NNMs frequently confront numerous challenges as they transition into their roles. Although training programs strive to boost their core competencies and facilitate adaptation to new positions, most overlook the unique needs and individual traits of these managers. In addition, educational models and role theory are seldom woven into the design and assessment of such training initiatives. A pre-post quasiexperimental pilot study was conducted at a tertiary hospital in Beijing, following the TREND guidelines from September to November 2024. Fourteen NNMs received core competency training program based on the Kemp model and role theory. Formative evaluation of NNMs during training used classroom questioning, homework, and reflective journal. A month post-training, summative evaluation was conducted using the Nurse Manager Competency Assessment Questionnaire and semistructured interviews. Data were analyzed using SPSS 25.0, Nvivo 12.0, and Colaizzi's thematic analysis. Compared with pretraining, the overall core competency (134.93 ± 11.81 vs. 146.79 ± 13.92) and behavioral competency (46.64 ± 5.47 vs. 52.93 ± 5.72) of the NNMs showed significant improvement ( < 0.05). Five themes emerged, including role awareness awakening and cognitive restructuring, capability adjustment in role practice, role identity and coconstruction of team culture, the tension between role expectations and career development, role cultivation and continuous professional development. The training program, blending the Kemp model with role theory, effectively tackles the hurdles NNMs face in role transition. It boosts their core competencies and fosters role adaptation and growth, providing healthcare institutions with replicable strategies to refine support systems for nurse managers (NMs) during this phase. Integrating the Kemp model-role theory framework into policy-driven, competency-based leadership development enhances the role adaptability and psychological resilience of NMs across global healthcare systems.
设计基于肯普模型和角色理论的护理管理培训体系，提升新护士长（NNMs）的核心能力，促进角色转变。在政策制定和执行的多样复杂实际环境中，新护士长在角色转变过程中经常面临诸多挑战。尽管培训项目努力提升他们的核心能力并促进其适应新岗位，但大多数都忽视了这些管理者的独特需求和个人特质。此外，教育模式和角色理论很少被纳入此类培训计划的设计和评估中。2024年9月至11月，在北京一家三级医院按照TREND指南进行了一项前后对照的准实验性试点研究。14名新护士长接受了基于肯普模型和角色理论的核心能力培训项目。培训期间对新护士长的形成性评价采用课堂提问、作业和反思日志。培训后一个月，使用护士长能力评估问卷和半结构化访谈进行总结性评价。数据采用SPSS 25.0、Nvivo 12.0和柯莱齐主题分析法进行分析。与培训前相比，新护士长的整体核心能力（134.93±11.81对146.79±13.92）和行为能力（46.64±5.47对52.93±5.72）有显著提高（<0.05）。出现了五个主题，包括角色意识觉醒与认知重构、角色实践中的能力调整、角色认同与团队文化共建、角色期望与职业发展之间的紧张关系、角色培养与持续专业发展。该培训项目将肯普模型与角色理论相结合，有效应对了新护士长在角色转变中面临的障碍。它提升了他们的核心能力，促进了角色适应和成长，为医疗机构在此阶段完善护士长（NMs）支持系统提供了可复制的策略。将肯普模型 - 角色理论框架整合到政策驱动的、基于能力的领导力发展中，可增强全球医疗系统中护士长的角色适应性和心理韧性。
