Moving domains: radiographers as managers in NHS

Abstract Purpose: The 1990 NHS reforms have led to a number of clinical professionals moving into management roles. This paper examines a group of radiographers who have developed management roles within the backdrop of a changing NHS. Methods: A comparative study of 25 Scottish and English radiographer managers from different NHS organizations were interviewed using semi-structured interviews. The interviews formed a number of emerging themes, which were analysed using domain theory. These themes included management, professionalism, management style, conflicts between the role of both manager and professional, and role change. Results: Radiographer managers are forming new ‘hybrid' manager roles, which have been developing within a changing NHS. A definite tension was demonstrated in this role change. The transition from professional to manager was not easy for this group of radiographer managers. Key issues surrounded this transition which included role conflict, an emergent management style, and a lack of management development and training. Conclusion: Radiographers have shown resilience in undertaking both operational and strategic management decisions, while using their clinical background to inform their decision making. There was no difference observable between Scottish and English radiographer managers in this change process. Appropriate management training and development must be provided if radiographer managers are to contribute to the performance of their NHS organizations.