Abstract
The short tenure of nurse mangers is an urgent aspect of the leadership vacuum within the nursing shortage. The authors, who sought to build a model of nurse manager engagement in contrast to a retention model, continue to report data from a national qualitative study funded by The Robert Wood Johnson Foundation of 30 outstanding and longtime nurse managers in 6 settings. Part 1 (March 2008) described the dimensions and applications of individual engagement. In this article (part 2), the authors describe the organizational factors that contribute to engagement for nurse managers and the applications for building cultures of engagement.