Informal Learning Contributes to the Leadership Development of Nurse Managers

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Author(s): Rebecca McGill (St. Catherine University, USA)
Copyright: 2018
Pages: 21
Source title: Nursing Education, Administration, and Informatics: Breakthroughs in Research and Practice
Source Author(s)/Editor(s): Information Resources Management Association (USA)
DOI: 10.4018/978-1-5225-5490-5.ch019

Keywords: Administration & Leadership / Business & Management / Medical Education / Medical Information Science Reference

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Abstract

This chapter aligns with this book's purpose to highlight the incidents of informal learning in a variety of settings. The focus of this chapter is on the experiential and informal learning that emerged from a recent study of the workplace leadership development of nurse managers in the United States. This study used a grounded-theory methodology and was based on 19 semi-structured interviews of current and previous nurse managers in two healthcare organizations. The findings focus on the informal learning of nurse managers and how these findings fit into and contribute to the existing literature in adult education on informal workplace learning. Subsequently, the author describes a proposed theory of the informal/experiential learning aspects that contributed to the nurses' role transitions in this study. This chapter will shed new light on the healthcare context as a place of immense informal learning and the informal learning of nurses.

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Informal Learning Contributes to the Leadership Development of Nurse Managers

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