Emotional intelligence has progressively become important in the healthcare setting over the last two decades. Emotional intelligence was first introduced and defined by Peter Salovey and Jack Mayer’s in 1990 as “ the ability to perceive emotions, to access and generate emotions so as to assist thought, to understand emotions and emotional meanings, and to reflectively regulate emotions in ways that promote emotional and intellectual growth” (Oztimurlenk, 2012, pg 2). In the review of the literature, emotional intelligence is broken down further into four abilities the help aid in successful leadership. These abilities include the ability to perceive emotion, use emotions to facilitate thought, understand emotions, and the ability to manage …show more content…
It was suggested that the emotionally intelligent leader can improve job satisfaction, which positively affects the retention of the employee (Feather, 2009). Furthermore, an emotionally competent leader can be supportive and promotes communication that portrays dignity and respect of individuals, as Rouse and Al‐Maqbali report, 85% of nurses have experienced incivility in the workplace, which an emotionally competent leader has the ability to break down and improve the work environment (2014). Emotional intelligence will also improve job performance and well-being of the individuals empowering them to be strong nurse leaders (Heckemann, Schols, & Halfens, 2015). These strong leaders use tactics of motivation, inspiration and fostering a nurturing environment that is in accordance with the organizational values that helps improve staff performance trickling down further to improve teamwork and organizational performance and success (Heckemann, Schols, & Halfens, …show more content…
In order to build emotional intelligence, barriers need to be broken down first, such as the misconception of leaders that their interpersonal skills need to be strengthened and that the passion for the job is sufficient enough to help them effectively lead (Feather, 2009). With emotional intelligence being a significant factor in the organizational climate and culture, it is imperative that organizations hire emotional intelligent individuals or provide educational opportunities to aid in leadership growth. Feather reports, the behavior of a manager with employees has the greatest influence on retention of staff due to the manager's ability to improve job satisfaction (2009). In a review of the literature, there are several activities that organizations can do to improve the emotional intelligence of their leaders and employees. The use of a reflective framework by Heckemann, Schols, and Halfens has been used to focused on the three aspects of emotional intelligence, which are self, others, and general situations (2014). The reflective framework then progresses into levels of reflection that invokes the leader to explore the deeper meaning of these aspects through description, knowledge and theory building, and lastly, action planning. The Leadership Qualities
Emotional intelligence is defined as the ability to identify, assess, and control the emotions of oneself or of groups. Researchers such as Peter Salvoey and John D. Mayer define it as “the subset of intelligence that involves the ability to monitor one’s own and others’ feelings and emotions, to discriminate among them, and to use this information to guide one’s thinking and actions” (Feeley& Driscoll CPA, 2014). In this paper, I will identify the role emotional intelligence plays in the critical thinking skills used by the forensic accountant during various stages of the investigative services of the engagement.
For instance, Allio (2005) asserted that leadership effectiveness cannot be taught, but is learned by driven individuals with the essential leadership approach or traits. Degeling and Carr (2004) concurred by adding that a leader’s growth is built on a foundation of cognitive, socio-emotional, and behavioral skills. Degeling and Carr (2004) posited that SAHC leader improvement is instituted on a ground of cognitive, socio-emotional and behavioral skills. Goleman (1998) stressed that a person can have unsurpassed trainings in the world, including analytical mind, and an infinite resource of clever thoughts, however, without (EI) emotional intelligence; the person will not make a great leader. Equally, Hagenow (2001) concluded that El is indispensable for healthcare leaders in the MDC world. Therefore, SAHC leadership must demonstrate EI to manage the MDCs that confront its leadership. In order to excel, in a leadership capacity, leaders must exhibit both technical and functional capability capabilities as well as EI (Dykeman, 2006). These competencies, sustained by leader attributes such as self-awareness, creativity, trust, openness, and practical, social and general intelligence, provide the basis for leadership (Amagoh,
Eason, Toni, DNP,M.S., A.P.H.N.-B.C. (2009). Emotional intelligence and nursing leadership: A successful combination. Creative Nursing, 15(4), 184-185. Retrieved from http://search.proquest.com.library.capella.edu/docview/222733415?accountid=27965
Emotional intelligence (EQ) is the ability to communicate non-verbally with one’s emotion and others to promote continuous collaboration while managing ones’ leadership position (Harvard Business Review, 2015a; Nahavandi, 2014). The needed traits of EQ are self-awareness, self-motivation, self- regulation, emotional management, good listening skills and social skills, and most importantly empathy for others (Lynn, 2008; Nahavandi, 2014). Therefore, conducting my EQ will help me to assess my weaknesses as a future leader in the field of public health. Acknowledging the area needed for improvement may even help me to begin brainstorming ideas needed to overcome my weakness so that I can be more efficient when leading others.
Emotions are frequent companions in our lives. They come and go, and constantly change like the weather. They generate powerful chemicals that create positive and negative feelings, which have a powerful effect on leadership. Some emotions can either facilitate leadership, while others can detract from successful leadership. This course, Emotionally Intelligent Leadership, has truly opened my eyes to the affects that emotions have on being an effective leader. Peter Salovey and John Mayer defined emotional intelligence as “the ability to monitor one’s own and other’s feelings and emotions to use the information to guide one’s thinking and actions” (p. 5). This definition in itself states that emotions, whether it be ones own emotions or those of others, is the underlying factor that directs the actions of a leader. Therefore, throughout the progression (advancement) of this course, I have learned the importance of the development of emotional intelligence for being an effective leader, and because of this I plan on developing the capacities that contribute to being an emotionally intelligent leader for my own success, now and in the future.
“Emotional Intelligences and Reflective Practice are Integral Components of Building a Therapeutic Relationship in Nursing”
Nurse managers frequently experience the challenges and stressors involved in patient interactions, employee assignments or behaviors, and remaining organized. Advocacy, delegation and task management are all important aspects involved in effective nursing management. For the purpose of this paper, the author will explore the effect emotional intelligence has on nursing delegation in alignment with organizational values. Black (2017) found that a strong value system put into action among leaders is the foundation of an organization’s climate. (Black, 2017). A leader in nursing must foster a deepening sense of self-awareness by reflection on personal values in
Goleman (1995) states that self-awareness is key to social and emotional competence and identifies self-awareness to be the heart of emotional intelligence. As managers we face the task of managing and interacting with different kinds of people on a professional and social level. High emotional intelligence promotes better understanding of our emotions and helps us have control over our emotions especially in testing con...
Mamta, M., & Gupta, A. (2010). Relationship of Emotional Intelligence with Work Values & Internal Locus of Control: A Study of Managers in a Public Sector Organization. Vilakshan: The XIMB Journal Of Management, 7(20), 1-20.
Emotional intelligence (EI) is a leadership theory that has been recognized as an important aspect of human existence and is an essential component of an effective leader or manager. Emotions are not only important, but also entirely necessary for making good decisions. The first to develop the theory of emotional intelligence was Peter Salovey and John Mayer in 1990. They defined emotional intelligence as "The ability to perceive emotions, to access and generate emotions so as to assist thought, to understand emotions and emotional knowledge, and to reflectively regulate emotions so as to promote emotional and intellectual growth" (Sadri, 2012). Emotional intelligence and its related skills are essential concepts possess for leaders to
There are many different positions in an organization that require different knowledge, skills and abilities. Supervisory and management positions encompass more than just technical knowledge, skill and expertise in their given area, but being leaders over others. This is of interest to organizations in having leaders who are able to motivate, understand and get their teams to work together. Many organizations are looking to improve their performance and productivity through finding and placing the right people in leadership positions. How the concept of emotional intelligence and its evolution has come to the forefront in assisting companies about leadership performance and decisions will be discussed along with the debate among researchers and the review of three assessments as to their impact and uses.
What makes an effective leader? Does emotion play an important role in leadership? You may think of an extraordinary leader as someone who has a calm demeanor and is in control of every situation. You may also think of this leader as someone who is a great communicator, listens with compassion, who is approachable, who has complete trust in everyone around him, and who always seems to make the correct informed decisions. These are all attributes of someone who has a high level of emotional intelligence.
Myers, L. L. & Tucker, M. L. (2005). Increasing Awareness of Emotional Intelligence In A Business Curriculum. Business Communication Quarterly, 68, pp. 44-50.
Sy, T., & Cote, S. (2004). Emotional intelligence: A key ability to succeed in the matrix organization. Journal of Management Development. 23(5). 437-455
Fernandez-Araoz C.(2001) The challenge of hiring senior executives, The emotionally intelligent workplace: how to select for, measure, and improve emallenge emotional intelligence in individuals, groups, and organizations, Jossey-Bass Ch.6