The role of nursing leadership in supporting the delivery of compassionate care during NHS mergers and acquisitions

Abstract

Background/AimsThis qualitative study explores the role of nursing leadership in supporting the delivery of compassionate care in a hospital that experienced both an acquisition and merger within 5 years. It aimed to understand the impact that NHS mergers and acquisitions have on a nursing team's capacity to deliver compassionate care to patients and to explore how nursing leadership can support the delivery of compassionate care during these periods.MethodsSemi-structured interviews were undertaken with seven members of purposively recruited staff, who had lived experience of working at a hospital during an acquisition by a larger NHS trust, followed by a merger with another large NHS trust 5 years later.ResultsStaff valued authentic, honest and visible nurse leadership that was understanding of the context in which they were delivering care. Ward managers and matrons acted as ‘shock absorbers’ to protect their teams from the negative aspects of the change process. However, this came at an emotional cost and demonstrates the need for continued support structures.ConclusionsThis case study shows that staff value being able to deliver compassionate care; it gives meaning to their work, especially the ‘small things’. However, the context of care delivery can affect their ability to do this. There remains a great need for emotional support for staff to sustain their resilience in the face of changing staff, policies, practices and clinical models.