To explore and understand the leadership experiences of modern matrons, within an acute NHS Trust

Aim: The aim of this study was to explore and understand the leadership experiences of senior matrons in one NHS Trust. Background: Matrons were re-introduced to the National Health Service in 2001, to provide a more visible authoritative nursing leader within the clinical area. Effective leadership has been identified as being essential for modern matrons to be successful in their role, and transformational leadership has been recommended as the most effective leadership style for modern nursing leaders. However, few other leadership styles appear to have been considered. In addition, there is very little evidence of how modern matrons are demonstrating effective leadership. Methods: A descriptive generic qualitative methodology approach using one-to-one semi-structured interviews with 9 senior matrons was used for data collection, and this was subject to an inductive thematic analysis. Findings: Three themes were identified that influenced senior matron’s leadership experiences; leadership behaviours, negative influences, and leadership investment. In addition, a thread relating to leadership credibility ran throughout the themes, where the senior matrons appeared to measure their and others’ leadership effectiveness on the impact it had on their credibility. Conclusion: The senior matrons did not follow one leadership style but adapted this to the situation in which they led. They valued positive interpersonal skills, but resisted labelling this emotional intelligence, and they appeared to be more committed to investing in future potential leaders as opposed to their own development. As highlighted in previous studies, various factors appear to limit their leadership effectiveness such as a lack of role clarity and work overload. The senior matrons also appeared to view negatively the management components of their role in comparison to their leadership role. Recommendations: The senior matron role should be reviewed and a more consistent and equitable job description and job purpose should be developed. Leadership development programmes should be designed to develop potential future leaders, the senior matrons, and other health care professionals. What this study adds to current knowledge: Leadership styles such as transformational leadership alone do not meet the complex demands of modern senior nursing leaders and therefore the recommendation of this as the ideal style is not supported. There is a requirement for more flexibility in leadership development. Through exploring and learning a variety of leadership styles and attributes this could provide senior nursing leaders with the knowledge and expertise to lead more effectively.Faculty of Healt