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. 2025 Jun 14:9:100367.
doi: 10.1016/j.ijnsa.2025.100367. eCollection 2025 Dec.

Realigning identity: Nurse executives' experiences within a new socio-professional group - A classic grounded theory study

Cora Lunn  1   2 , Claire O' Donnell  1   2 , Sarah MacCurtain  3 , Alice Coffey  1   2
Affiliations

Realigning identity: Nurse executives' experiences within a new socio-professional group - A classic grounded theory study

Cora Lunn et al. Int J Nurs Stud Adv. .

Abstract

Background: Nurse executives play a crucial role in adapting to the evolving needs of healthcare communities. Existing research demonstrates the positive impact of nursing leadership practices on workforce retention, job satisfaction and overall well-being. The complexities surrounding role transitioning for nurse executives remains under explored.

Objective: This study aims to deepen the understanding of how nurse executive leaders navigate the intricate process of role transitioning, providing insights into their experiences and challenges.

Design: This study was conducted using Glaser's classic grounded theory.

Setting: This study was carried out in acute hospital settings at seven different sites in the Republic of Ireland.

Participants: Participants were 12 nurse executives who were working in the Republic of Ireland, with additional reflective diary notes gathered from conversations with six international nurse executives.

Methods: Data were collected through unstructured interviews conducted between January 2020 and September 2022. The process of data collection and analysis occurred simultaneously, with the data being analysed based on the principles of classic grounded theory.

Results: This study introduces the theory of Identity Realigning, which describes the leadership development of nurse executives through three stages: identity earning, role transitioning, and self-integrating. Identity Earning involves forming a new identity within a new socio-professional group. Role transitioning is the psychological process of moving from one role to another, encompassing various stages. Self-Integrating refers to the extent of assimilation into the new role and socio-professional group. Factors such as organisational design and resources were identified as contextual conditions that can either facilitate or impede success for nurse executives.

Conclusion: The theory of Identity Realigning provides significant insights for educators, leaders, and policymakers by explaining the intricate process of role transitioning for nurse executives. It establishes a clear link between shifts in professional identity and the processes of role transitioning and integration. This connection underscores the critical importance of developing executive skills and highlights the necessity for tailored professional development strategies for this cohort.Identity realigning theory; Nurse executive; Identity earning; Role transition; Self-integration.

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Conflict of interest statement

The authors declare the following financial interests/personal relationships which may be considered as potential competing interests: Cora Lunn reports financial support was provided by Irish Research Council. If there are other authors, they declare that they have no known competing financial interests or personal relationships that could have appeared to influence the work reported in this paper.

Figures

Fig 1
Fig. 1
The theory of identity realigning.
Fig 2
Fig. 2
Sub-core categories and properties of identity earning.
Fig 3
Fig. 3
Sub-core categories and properties of self-integrating.
See this image and copyright information in PMC

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