This study aimed to examine the nursing management behaviors of nurse managers at Hospital A and to identify challenges in developing nurse managers capable of implementing nursing management behaviors based on the competency model. Individual interviews were conducted twice with nine nurse managers. Newly appointed nurse managers demonstrated competencies related to supporting others, such as “self-improvement and learning ability”. The competencies requiring further development included “interpersonal influence”, which also relates to supporting others. Among nurse managers with more than 4 years of experience, both the competencies they exhibited and those requiring further improvement included “commitment to the organization”, with references to contributing to the overall benefit of the hospital. Newly appointed nurse managers need support in reflecting on their nursing management behaviors by observing and learning from others. Meanwhile, nurse managers with over 4 years of experience require assistance in collaborating with other departments to contribute to the hospital as a whole.

The purpose of this study was to identify issues with nursing administrator development in the Nursing Division of our hospital. In order to identify issues in the workshops, we conducted a questionnaire survey with chief nurses who participated in a competency workshop for them to become nursing administrators at the Nursing Division of Hospital A, and by reviewing their management behavior, we analyzed the insights they acquired. We used a qualitative, inductive research method that involved administering a written survey to 22 chief nurses who work at the hospital. The survey items were designed to find out what the participants learned, how they intended to put that knowledge to use, and what they felt during the workshop. Our analysis identified two categories of insights: those that would translate into behavior and those that represented new knowledge. The former comprised 22 subcategories and the latter 3 subcategories. Because the issues identified (maintaining conviction, customer orientation, and quality assurance) were limited to knowledge-based insights, these should be improved to become “insights that would translate into behavior” so that they can be put into practice in managing behaviors on the ward.