Comparing nurse leader and manager perceptions of and strategies for nurse engagement using a positive deviance approach: A qualitative analysis.

ABSTRACT

AIMS: To understand nurse leader and manager perspectives on employee engagement and their own role to foster engagement. To examine differences between managers of units with high versus low engagement. BACKGROUND: Health systems recognize the impact of employee engagement, yet alignment of leader and frontline-manager perspectives remains unclear. METHODS: A qualitative study at the Veteran Affairs New England Healthcare System. Leaders at five facilities (N = 13) and managers of units with high and low nurse engagement (N = 31) were interviewed. RESULTS: Nurse leaders almost universally conceptualized staff engagement as involvement in quality improvement service, while managers defined engagement as either commitment to excellence in direct patient care or involvement in quality improvement efforts. Intra- and interprofessional attitude contagion, and organisational factors of staffing-time-workload and senior leadership support were most common to support or detract from nurse engagement. A variety of strategies were identified, including protecting nurses as people and professionals. Differences in perceived roles and constraints to engaging nurse staff exist between managers of units with high versus low engagement. CONCLUSION: Nurse managers and leaders perceive engagement differently; strategies exist to facilitate engagement. IMPLICATIONS FOR NURSING MANAGEMENT Leader and manager partnerships are needed to provide clarity on and resources for engagement.