Despite the increasing diversity in nursing, there is a disparity in the proportion of nurse leaders from underrepresented minority groups(URM). The lack of URM nurses in leadership positions is of increasing concern in today’s complex healthcare climate. Nursing workforce predictions indicate that there could be a shortage of up to 67,000 nurses in mid-level and executive positions (Dyess, Sherman, Pratt, & Chiang, 2016). Nurses from URM groups are in a unique position to fill this shortage as they are equally or more likely than non-minority nurses to pursue advanced degrees in nursing. However, the American Hospital Association’s benchmark study shows that minority representation in leadership positions within healthcare organizations has been reported as only 14% of hospital board members, 12% of executive leadership positions, 10% of Chief Nursing Officers, and 17% of first- and mid-level management positions (American Hospital Association, 2012).
Nurse leaders will be integral in developing innovative strategies in healthcare delivery to meet the evolving needs of our society. Nurse leaders with insight and a specific skill set for addressing these issues through research, practice, education, and policy are needed. While a diverse nursing workforce continues to be a priority, emphasis should also be placed on the development of nurse leaders from URM groups. Underrepresented minority nurses must move into leadership positions in order to influence hiring decisions, policy implementation, and the promotion of diversity within healthcare settings. Leadership positions afford nurses an increased ability to influence resource allocation, recruitment of a diverse workforce, and shape organizational, national, and global policy that could influence the health status of URM populations (Phillips & Malone, 2015).
The purpose of this phenomenological study was to explore how underrepresented minority nurses experience the pursuit of leadership in healthcare organizations. Additionally, the study explored perceived factors that may facilitate or hinder the development of underrepresented minority nurse leaders.
Methods:
To collect data, face-to-face, semi-structured interviews were conducted, transcribed, coded, and analyzed. One-on-one interviews using broad, open - ended questions were conducted. Utilizing the hermeneutic phenomenological approach, data from each interview was analyzed based on the lived experiences of the participant.
Results:
Thematic analysis revealed three themes and nine sub-themes that emerged from the data. These themes included: (1) Doing More and Getting Less; (2) Being Seen yet Feeling Invisible; and (3) Perseverance in Adversity. The data suggest that URM nurses encounter numerous personal, social, and institutional barriers as they pursue leadership opportunities. Little emerged as factors that facilitated leadership development.
Conclusion:
Thematic analysis revealed three themes and nine sub-themes that emerged from the data. These themes included: (1) Doing More and Getting Less; (2) Being Seen yet Feeling Invisible; and (3) Perseverance in Adversity. The data suggest that URM nurses encounter numerous personal, social, and institutional barriers as they pursue leadership opportunities. Little emerged as factors that facilitated leadership development.