Abstract
This paper reviews current literature on succession planning for mental health nurse practitioners (NPs) and discusses a model of succession planning that is underpinned by principals of leadership development, workforce participation and client engagement. The paper identifies succession planning as a means of managing a present and future workforce, while simultaneously addressing individual and organizational learning and practice development needs. A discussion of the processes attendant upon sustainable succession planning - collegial support, career planning and development, information exchange, capacity building, and mentoring is framed within the potential interrelationships between existing NP, developing NP and service directors and/or team managers. Done effectively and in partnership with wider clinical services, succession planning has the potential to build NP leadership development and leadership transition more broadly within mental health services.
| Original language | English |
|---|---|
| Pages (from-to) | 278-286 |
| Number of pages | 9 |
| Journal | International Journal of Mental Health Nursing |
| Volume | 19 |
| Issue number | 4 |
| DOIs | |
| Publication status | Published - Aug 2010 |
Keywords
- Clinical leadership
- Mental health nursing
- Nurse practitioner
- Succession planning