AbstractAimTo explore the challenges and opportunities facing executive nurse directors in the UK and identify factors to strengthen their role and support more effective nurse leadership.DesignA qualitative descriptive study using reflexive thematic analysis.MethodsSemi‐structured, telephone interviews were carried out with 15 nurse directors and 9 nominated colleagues.ResultsParticipants described a uniquely complex role with a broader scope than any other executive board member. Seven themes were identified: preparation for the role, length of time in role, role expectations, managing complexity, status, being political and influencing. Strengthening factors included successful working relationships with other board colleagues, development of political skills and personal status, coaching and mentoring, working within a supportive team culture and having strong professional networks.ConclusionExecutive nurse leaders are key to the transmission of nursing values and the delivery of safety and quality in healthcare settings. To strengthen this role, the limiting factors and the recommended shared learning identified here should be recognized and addressed at an individual, organizational and professional level.Implications for the profession and patient careGiven the pressure on all health systems to retain nurses, the role of executive nurse leaders needs to be seen as an important source of professional leadership and their value in actioning health policy into practice recognized.ImpactNew insights have been provided into the executive nurse director role across the UK. Findings have demonstrated challenges and opportunities to strengthen the executive nurse director role. These include recognition of the need for support, preparation, networking and more realistic expectations of this unique nursing role.Reporting methodThe study adhered to the Consolidated Criteria for Reporting Qualitative Research.Patient or public contributionThere was no patient or public contribution.