In 2025, thousands of nurse leaders across the U.S. have faced involuntary job loss due to widespread restructuring in health care systems. Leading Through Loss explores the lived experience of professional dislocation through the lens of a former executive nurse leader, integrating qualitative insights from peers across clinical, generational, and sociocultural backgrounds. This article reframes job loss not as an endpoint, but as a pivotal leadership transition—one that demands emotional processing, identity realignment, and narrative reconstruction. Drawing on frameworks such as Dr. Amy Wrzesniewski’s work orientation theory and Relational-Cultural Theory, the piece introduces concepts like “signal searching,” “microtraumas,” and the “job-self” to “wholeself” evolution. Practical tools are offered to support resilience, including scripting, outreach strategies, and the creation of a “resilience file.” Ultimately, this work calls for a cultural shift in how nursing leadership views and supports transitions, advocating for transparency, community, and the reclamation of agency in the face of loss.
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