To analyze how this influence is, we must start from the concept of engagement. Thus, we can define engagement in the working groups of the healthcare environment as the capacity to establish lasting relationships between the different parts of a healthcare organisation, management organisation chart, stakeholders, healthcare personnel, patient.
In reference to the nurse manager, we could say that a nurse manager who manages to establish relationships of commitment and trust will have greater success in the development and establishment of her personal brand as manager.
Different experts recognize as fundamental the relations established between the nursing managers and the members of their work teams. Only when interaction is comfortable and pleasant will people tend to develop the strategies and objectives set with less resistance to change.
Success as a leader of a working group, therefore, lies in the ability to strengthen relationships of trust between the parties.
On the other hand, we must understand that engagement has a different meaning than popularity. This will get us accepted and enjoy an apparent success while we continue to make decisions that serve the interests of some of the most influential members of our working groups. Popularity will fall the moment decisions try to reorient themselves to the objectives of the organization, if these are not shared.
It is essential that the nurse manager collects data on her activity and also on the engagement of the people around her. That is to say, to measure how the messages that are transmitted are accepted, in which moment and contexts they were transmitted, punctual circumstances such as, the schedule of the communications, time of the communication, indexes of occupation and loads of care are factors that repercuss on the engagement and therefore must be taken into account.
We must not forget the role of emotions in the generation of engagement. Emotions, the emotional component of relationships in the healthcare environment is one of the most important characteristics of healthcare organisations. The nurse faces an endless list of emotional experiences throughout her working day, of which the nurse manager should not be a stranger. Moreover, she must integrate the appropriate management of emotions into her work strategy, as these will facilitate the connection between the different parts in a lasting way. Walking in an emotional group culture generates a self-image, which facilitates the achievement of objectives. The most important experiences are those that we live through emotions, being the most remembered. This is why maintaining emotional relationships with people makes us unique and fundamental for the people who make up the work groups.
The attitude towards the different events that take place in a healthcare organisation is closely related to the world of emotions. Thus, a nurse manager who faces everything with a smile and words of kindness, will generate in her environment a climate of pause and cordiality, feelings and positive attitude in others. On the other hand, a nurse manager who faces the different events from the negativity will not only be able to transmit this emotion to her work groups, but will also achieve a position of rejection towards the related objectives. For example, if, as a nurse manager, you face an organizational change such as the inclusion of a new computer program in the routines, from the optimism taking the difficulties as normal and natural, this feeling and position will be adopted by the rest of the group. If, on the other hand, the position is full of negative comments, in addition to being transmitted to the rest of the people, you will exponentially multiply your position of resistance to change.