Abstract
The short tenure of nurse managers suggests the urgent need for a new model to understand and build engagement that translates into longevity and excellence in nurse managers. The authors report data from a national qualitative study, funded by the Robert Wood Johnson Foundation, of 30 outstanding long-time nurse managers in 6 settings and offer patterns of individual and cultural elements linked to engagement. Part 1 describes the dimensions of individual engagement along with the implications for developing and sustaining nurse managers. In Part 2, which will be available in April 2008, the authors will give details on the organizational factors that contribute to engagement of nurse managers and the applications for building cultures of engagement.