JONA Volume 44, Number 1, pp 37-46 Copyright B 2014 Wolters Kluwer Health | Lippincott Williams & Wilkins THE JOURNAL OF NURSING ADMINISTRATION A Nurse Manager Succession Planning Model With Associated Empirical Outcomes Jennifer L. Titzer, DNP, RN, RCIS Maria R. Shirey, PhD, MBA, RN, NEA-BC, FACHE, FAAN Sheila Hauck, DNP, RN, OCN, NEA-BC OBJECTIVE: Perceptions of leadership and manage- ment competency after a formal nurse manager suc- cession planning program were evaluated. BACKGROUND: A lack of strategic workforce planning and development of a leadership pipeline contributes to a predicted nurse manager shortage. To meet the anticipated needs for future leadership, evidence-based action is critical. METHODS: A quasi-experimental mixed-methods, 1-group pretest/posttest research design was used. Nurses working in an acute care hospital were recruited for the study and selected using an objective evaluative process. RESULTS: Participant perceptions regarding their leadership and management competencies signifi- cantly increased after the leadership program. Program evaluations confirmed that participants found the program beneficial. One year after program comple- tion, 100% of the program participants have been retained at the organization and 73% had transitioned to leadership roles. CONCLUSION: Succession planning and leadership development serve as beneficial and strategic mecha- nisms for identifying and developing high-potential individuals for leadership positions, contributing toward the future nursing leadership pipeline. A critical nursing workforce shortage is anticipated; however, a recent study indicates that the number of new nurses entering the nursing profession is increas- ing. 1 The increase in novice nurses is a positive trend and suggests that the anticipated shortage may not be as great as anticipated. A contributing factor to the anticipated shortage is the increasing age of current nursing staff and predicted future retirements. 2 Nursing workforce predictions indicate a shortage of candidates for leadership roles. 3 Sources estimate that there will be 67000 nurse manager (NM) vacan- cies by 2020. 3 This anticipated future state is caused by the overall nursing shortage and the increasing median age of current NMs. Even with the growing number of new nurses entering the workforce, stra- tegic and deliberate action is needed to ensure an ade- quate supply of future NMs and leaders. Novice nurses report a lack of interest in leadership and management positions, 4 and US healthcare organizations already report difficulty recruiting qualified NMs. 5 Inade- quate NM pipelines will have a direct impact on the nursing work environment, quality of care, and patient outcomes. 4,6 Traditional NM selection methods have often resulted in the promotion of excellent clinicians who lack formal management education and mentoring support. 7 Ineffective NM selection and preparation have a potential negative impact on role stress, work JONA  Vol. 44, No. 1  January 2014 37 Author Affiliations: Assistant Professor (Dr Titzer), College of Nursing and Health Professions, University of Southern Indiana, Evansville; Professor and Assistant Dean, Clinical Affairs and Partnerships (Dr Shirey), University of Alabama at Birmingham; Director Oncology, Palliative Care, and Profes- sional Practice (Dr Hauck), St. Mary’s Medical Center, Evansville, Indiana. The authors declare no conflicts of interest. Correspondence: Dr Titzer, College of Nursing and Health Professions, University of Southern Indiana, 8600 University Blvd, Evansville, IN 47712 (jltitzer@usi.edu). Supplemental digital content is available for this article. Direct URL citations appear in the printed text and are provided in the HTML and PDF versions of this article on the journal’s Web site (www.jonajournal.com). DOI: 10.1097/NNA.0000000000000019 Copyright © 2014 Wolters Kluwer Health | Lippincott Williams & Wilkins. Unauthorized reproduction of this article is prohibited.