The lived experience of those who work with or hire Doctor of Nursing Practice-prepared nurses in practice: A phenomenological study.
Abstract
Background
Health care systems require strong practice leadership to address increasing complexity, workforce demands, and quality outcomes. Doctor of Nursing Practice (DNP) nurses are educated to lead evidence-based practice, quality improvement, and system-level change; however, variability in role clarity and organizational support limits full utilization, and qualitative evidence describing their impact remains limited.
Purpose
To explore the lived experiences of those who hire or work with DNP-prepared nurses. METHODOLOGY A qualitative phenomenological design was used with a purposive sample of 21 US-based participants recruited through prior study participation and professional networks. Virtual interviews were transcribed and analyzed using a modified Giorgi method, including identification of meaning units, structural statements, and thematic synthesis until data saturation was achieved.
Results
Two themes emerged within each group and were synthesized into one overarching theme: DNP-prepared nurses drive value through leadership, competencies, and system-level impact when supported by organizational culture and structure. Participants described DNP nurses as influential leaders demonstrating advanced clinical reasoning and systems thinking; however, inconsistent role clarity and limited organizational support constrained full enactment of DNP-level capabilities.
Conclusions
Doctor of Nursing Practice-prepared nurses are essential practice leaders capable of advancing quality outcomes and system performance. Their impact depends on organizational alignment, including clear role differentiation, leadership support, and structural investment. IMPLICATIONS Institutions must cultivate cultures that provide protected time, clear role expectations, and leadership support to enable DNP-prepared nurses to practice at full scope. Without structural alignment, DNP competencies remain underused, reinforcing the need to treat organizational investment in DNP roles as a strategic priority.