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Saúde relacional e a gestão em enfermagem
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A literatura revista evidencia que a saúde relacional influencia positivamente a satisfação profissional, a qualidade dos cuidados, a eficiência organizacional e a retenção dos profissionais, sendo, portanto, uma dimensão estratégica da gestão e liderança em enfermagem. Pelo exposto, justificou-se o desenvolvimento do estudo agora apresentado, que visou aprofundar a reflexão sobre a saúde relacional na gestão em enfermagem e incentivar a adoção de práticas de liderança que elevem a qualidade dos cuidados.
De forma a dar resposta a esta finalidade foram definidos os seguintes objetivos: conhecer a perceção dos enfermeiros gestores sobre a saúde relacional e identificar as práticas de gestão em enfermagem impulsionadoras da saúde relacional.
Foi adotado um desenho um estudo descritivo e exploratório de natureza qualitativa, desenvolvido através da técnica de focus group. A amostra foi constituída por sete enfermeiros, gestores e em funções de chefia, selecionados por conveniência, com experiência comprovada em funções de liderança. A recolha de dados foi realizada por videoconferência, tendo sido utilizada uma grelha de questões abertas, construída a partir da revisão da literatura. Os dados foram tratados segundo o método de análise de conteúdo de Bardin (2020), que permitiu identificar categorias e subcategorias emergentes.
Da análise dos discursos resultaram cinco categorias principais: conceito de saúde relacional; importância da saúde relacional na gestão em enfermagem; barreiras à sua implementação; estratégias e práticas promotoras; benefícios e resultados obtidos. Os participantes reconhecem que a saúde relacional é um fator essencial para a qualidade do cuidado, o bem-estar e a motivação das equipas, potenciando ambientes de trabalho mais saudáveis, colaborativos e produtivos. Contudo, apontam barreiras estruturais como a falta de tempo, a sobrecarga de trabalho, a escassez de recursos e a ausência de reconhecimento institucional.
As estratégias identificadas incluem a promoção da comunicação aberta e empática, a partilha de decisões, a valorização do contributo individual, a gestão de conflitos através do diálogo e a criação de momentos de reflexão conjunta. Conclui-se que a saúde relacional deve ser entendida como um ativo estratégico de gestão, capaz de alinhar a eficiência organizacional com a humanização do cuidar. O estudo evidencia ainda a necessidade de investimento na formação relacional dos gestores, reforçando o papel do enfermeiro gestor como líder facilitador de relações e promotor de culturas organizacionais saudáveis.
The reviewed literature shows that relational health positively influences professional satisfaction, quality of care, organizational efficiency, and staff retention, thus representing a strategic dimension of management and leadership in nursing. Based on this, the present study was developed to deepen the reflection on relational health in nursing management and to encourage the adoption of leadership practices that enhance the quality of care. To achieve this purpose, the following objectives were defined: to understand nurse managers’ perceptions of relational health and to identify nursing management practices that promote relational health A descriptive and exploratory qualitative design was adopted, using the focus group technique. The sample consisted of seven nurse managers and head nurses, selected by convenience sampling, all with proven leadership experience. Data collection was carried out via videoconference, using a set of open-ended questions developed from the literature review. Data were analyzed using Bardin’s (2020) content analysis method, which allowed the identification of emerging categories and subcategories. Analysis of the participants’ discourse resulted in five main categories: concept of relational health; importance of relational health in nursing management; barriers to its implementation; strategies and practices that promote it; and benefits and outcomes achieved. Participants recognized that relational health is an essential factor for care quality, team well-being, and motivation, fostering healthier, more collaborative, and more productive work environments. However, they also pointed out structural barriers such as lack of time, work overload, limited resources, and lack of institutional recognition. The identified strategies include promoting open and empathetic communication, shared decision-making, valuing individual contributions, managing conflicts through dialogue, and creating opportunities for collective reflection. It is concluded that relational health should be understood as a strategic management asset capable of aligning organizational efficiency with the humanization of care. The study also highlights the need for investment in managers’ relational training, reinforcing the nurse manager’s role as a facilitative leader and promoter of healthy organizational cultures.
The reviewed literature shows that relational health positively influences professional satisfaction, quality of care, organizational efficiency, and staff retention, thus representing a strategic dimension of management and leadership in nursing. Based on this, the present study was developed to deepen the reflection on relational health in nursing management and to encourage the adoption of leadership practices that enhance the quality of care. To achieve this purpose, the following objectives were defined: to understand nurse managers’ perceptions of relational health and to identify nursing management practices that promote relational health A descriptive and exploratory qualitative design was adopted, using the focus group technique. The sample consisted of seven nurse managers and head nurses, selected by convenience sampling, all with proven leadership experience. Data collection was carried out via videoconference, using a set of open-ended questions developed from the literature review. Data were analyzed using Bardin’s (2020) content analysis method, which allowed the identification of emerging categories and subcategories. Analysis of the participants’ discourse resulted in five main categories: concept of relational health; importance of relational health in nursing management; barriers to its implementation; strategies and practices that promote it; and benefits and outcomes achieved. Participants recognized that relational health is an essential factor for care quality, team well-being, and motivation, fostering healthier, more collaborative, and more productive work environments. However, they also pointed out structural barriers such as lack of time, work overload, limited resources, and lack of institutional recognition. The identified strategies include promoting open and empathetic communication, shared decision-making, valuing individual contributions, managing conflicts through dialogue, and creating opportunities for collective reflection. It is concluded that relational health should be understood as a strategic management asset capable of aligning organizational efficiency with the humanization of care. The study also highlights the need for investment in managers’ relational training, reinforcing the nurse manager’s role as a facilitative leader and promoter of healthy organizational cultures.
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Palavras-chave
Relações Interpessoais Gestão em Enfermagem Liderança Satisfação no Trabalho Ambiente de Trabalho