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

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