Date Available


Year of Publication


Degree Name

Doctor of Nursing Practice

Committee Chair

Dr. Debra Hampton

Clinical Mentor

Dr. Deeanna McCallie

Committee Member

Dr. Kim Flanders

Committee Member

Dr. Carol Goss


PURPOSE: The purpose of this study was to assess the effectiveness of the Assistant Nurse Manager (ANM) model at Norton Hospital through an evaluation of job satisfaction, work engagement, and leader opinions about the ANM model.

CONCEPTUAL FRAMEWORK: Kurt Lewin’s Change Theory was used as the conceptual framework. Lewin’s Change Theory has three stages: unfreeze, change/transition, and refreeze.

METHODS: This study employed a descriptive, cross-sectional design.

RESULTS: This study included 27 participants [eight Nurse Managers and 19 ANMs]. The mean satisfaction level with being a nurse leader was 5.0 for nurse managers and 4.2 for ANMs (range 1-6). The mean engagement score for nurse managers was 5.4 and 4.8 for ANMs (range 0-6). Mean scores for satisfaction with the current ANM model were 2.0 for nurse managers and 2.5 for ANMs (range 1-5), with most expressing that the model was not effective due to issues with communication.

CONCLUSION: The ANM model did not significantly impact satisfaction or engagement, and neither group was satisfied with the model.