13: COACHING TO SUPPORT DOCTORAL ROLE TRANSITIONS ■ 299obstructions. The hidden challenges are rarely addressed, which ultimately can be det-
rimental. Too often, it is simply assumed that if one is competent in one job with a
high degree of responsibility, the same person excels when given increased and differ-
ent responsibilities. This is not necessarily true. Even extremely competent leaders need
adjustment time to become firmly grounded in their new roles. Success often hinges on
understanding and addressing the many factors that impede or support smooth transi-
tions (Elsner & Farrands, 2012).
■ THE HIDDEN CHALLENGES IN PROFESSIONAL DEVELOPMENT
AND ROLE TRANSITIONS
THE BOUNDARY CHALLENGE
When one gets promoted from a cohort group or achieves a higher level of status among
one’s peers, the shift into authority can create confusion and conflict in relationships.
Peers may become resentful because they think they should have been chosen for the
promotion. They may feel unseen and undervalued by the authority who determined
the promotion. Their work will now be evaluated by a former peer, and this may raise
the fear that personal information that is already known will be used against them. They
may know the weaknesses of the promoted peer and think the promotion was unjusti-
fied. Resentment can lead to distancing in the form of complaining to other colleagues
or withholding information from the new leader, which previously would have been
openly shared.
Making the transition into a boss who remains open and available, but at the same
time, can shut the door, give hard feedback when necessary, or make unpopular man-
dates can be a daunting task. Once in a position of authority over others, there are deci-
sions to make that are challenging:
- How much insider information should I share with my peers?
- How do I close my door without offending people who previously had easy
access to my time? - How do I make sure my former peers feel respected and valued?
- How do I give critical feedback in a way that can be heard and processed?
- How do I demand greater work productivity?
For each individual, the boundary challenge will play out differently. No matter
how it is negotiated, it will require conscious behavior designed for positive impact that
can maintain good relationships, while at the same time initiate changes in those very
relationships. In addition to the boundary challenge posed by supervising former peers,
the DNP will likely encounter being supervised by non-nurses. Non-nurses are likely
to bring different approaches to the health care domain and have varying philosophies
and histories with different contexts. This change will also present a range of boundary
renegotiations.
THE LONELINESS CHALLENGE
Once new boundaries are set, one may feel isolated or even lonely. New leadership po-
sitions entail shifting alliances from peers to the next level of group leadership. In the