Abstract: A thesis submitted in partial fulfilment of the requirements for Master of Philosophy in Management Studies and Labour Relations, University of Auckland.
The study addresses the question of career transition from a professional role to a management role within the health service – what changes and adjustments in role content (or tasks), relationships and identity are experienced? What skills, perspectives and values are brought forward from the old role to the new role, and which must be abandoned to accommodate a new identity?
Answers to these questions hold relevance for those planning management development and management recruitment in the health service, and also for those planning career development for health professionals.