The SIENES Management Succession Model and the Lived Experiences of Hospital Nursing Leaders

Abstract

This qualitative phenomenological study explored the lived experiences of 22 purposively selected nurse leaders, administrators, human resource officers, and hospital owners in Level II and III hospitals within region 12 – SOCCSKSARGEN, Philippines, concerning succession planning and leadership transition in the nursing profession. The research aimed to understand current practices, challenges, and opportunities to utilize these insights in developing a nursing management succession model. Using Colaizzi’s seven-step thematic analysis, the study revealed five major themes: (1) Absence of Structured Succession Systems, describing planning as reactive, informal, and unsupported by policy; (2) Impact on Leadership Readiness and Morale, often resulting in emotional distress and operational disruption from abrupt transitions; (3) Essential Leadership Attributes; (4) Organizational Support Deficiency; and (5) Need for Sustainable Succession Models. The findings underscore the urgent necessity for hospital institutions and policymakers to prioritize formal succession planning as a strategic imperative. A key outcome is the development of the SIENES Nursing Management Succession Model, an evidence-based framework designed to institutionalize leadership continuity through six pillars: Structure Succession Planning, Institutional Policy Framework, Essential Leadership, Nurturing Practices and Mentorship, Evaluation, and Sustainability. This model holds potential for widespread implementation, significantly contributing to organizational resilience, patient safety, and leadership sustainability in various hospital settings.