This document discusses emotional intelligence (EI) and its importance for leadership, particularly clinical leadership. It provides background on the concept of EI, how it relates to leadership abilities, and its role in achieving innovations like a significant event audit. The author advocates developing EI competencies to strengthen leadership skills and facilitate positive team behaviors and changes through visionary leadership guided by both logical and emotional factors.

1. Emotional Intelligence (EI)
The Key to Leadership
Karen Callaghan
NP 3208, Clinical Leadership for Practice
Development

3. Introduction
• Brief account of chosen innovation
• Rationale for selection
• Role of EI in achieving Significant Event
Audit (SEA) innovation
• Relationship of EI to Clinical Leadership
• Implementation of EI within SEA team
• Relevant research
• Reflections
• Key learning skills

4. Innovation – Significant Event
Audit
“A process in which individual episodes,
(when a significant occurrence either
beneficial or deleterious) are analysed in a
systematic & detailed way to ascertain
what can be learnt about the quality of
care, and to indicate changes that might
lead to future improvements.”
(after Pringle,1995)

5. Rationale for selection
• Enhancing EI within myself to maximise
leadership potential
• Becoming a visionary leader
• Facilitate positive changes in
individual/team behaviour
(Goleman,2004)

6. Defining EI
“Refers to an ability to recognise the meanings of
emotion & their relationships,& to reason &
problem-solve on the basis of them.E I is
involved in the capacity to perceive
emotions,assimilate emotion – related feelings,
understand the information of those emotions,&
manage them.
( Salovey & Mayer,1991)

7. History of EI
1920 - Proposed by Thorndyke
– The value in human interactions &
relationships in relation to social intelligence
1990 - John Mayer & Peter Salovey
– Measure differences between people‟s ability
in the area of emotions.
1993 – Gardner distinguished between 2
types of personal intelligence.

8. Ability Based EI
Also known as the four branch model
– Abilities of perception – accurately perceive
emotions in oneself & others
– Use emotions to facilitate thinking
– Understanding emotional meaning
– Manage emotions
(Freshwater & Stickley, 2004)

9. Daniel Goleman 1995
• Great contribution to understanding EI
• Identified 5 „domains‟ of EI as:
– Knowing your emotions
– Managing your own emotions
– Motivating yourself
– Recognising & understanding other people‟s
emotions
– Managing relationships

11. Measuring EI
• Dimensions of EI are measured through:
– Social Skills
– Interpersonal competence
– Psychological maturity
– Emotional awareness
• Mayer, Salovey & Caruso EI Test
(MSCEIT)
• Alot of scepticism around the theory &
measurement (Landy,2005)

12. EI & Leadership
Multiple studies conclude that Managers
who are emotionally intelligent have higher
performance ratings
• Goleman,1995,1998, 2001
• Mayer & Salovey,1997
• Cheniss & Adler, 2000
• Cavello & Brienza, 2003;
• Carson ,Carson ,Fontenot , et al. 2005
• Jayan, 2006

13. Defining Leadership
Leadership is a threefold process:
• Interpersonal dynamic process
• Creating an agenda for change using
strong vision
• Building a strong implementation network
to get things done through stakeholders
and other people
Goodwin, 2006

14. Implications for Practice Service
Nurses should train to develop better social
& emotional competencies needed for
successful & effective performance
(Freshwater & Stickley,2003)
• Successful healthcare leaders are those
who lead with heart and possess what
have come to be known as the „soft skills‟
Kerfoot, 2000

15. Strengthening EI Abilities
• Keep an emotional reflection diary
• Time out/meditate
• Engage in positive visualisation
• Respect people, acknowledge and
appreciate their efforts and achievements
• Practice empathetic listening
• (Goleman.2004)

16. Conclusion
• Leaders who guide with both head and
heart will create a happier, more confident
and well motivated team, taking pride in
delivering the highest standard of care and
performance.
(McQuire &Kennerly, 2006)

17. References
• Freshwater D,Stickley T(2004) The heart of the art; emotional intelligence in nurse education,Nursing
Inquiry;11(2);91-98, Blackwell Pub.Ltd.
• Goleman D,(1995). Emotional Intelligence:Why it Can Matter More Than IQ: Bantam Books, New York.
• Goleman D,(1998). Working with Emotional Intelligence.Bantam Books: New York.
• Goleman D,Boyatzis R,McKee A,(2004). Primal Leadership: Learing to Lead with Emotional Intelligence. HBS
Press.Boston.
• Goleman D, Cherniss C (2001). The Emotionally Intelligent Workplace.Jossey Bass.San Francisco
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Press.Boston.
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Press.Boston.
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• Grandey A,(2000).An Emotional Regulation in the Workplace: “A New Way to Conceptualize Emotional
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• Johnson S,(2005). Characteristics of Effective Health Care Managers. Health Care Manager,24(2),124 -126.
• Kerfoot,K,1999 The Emotional Tide of Leadership: The nurse managers challenge: Nurse Economics.14(1):59-
62,last accessed 24/03/09 {www.nursingmanagement.com}
• McGuire E & Kennerly S, (2006) Nurse Managers as Transfomational & Transactional Leaders: Nursing
Economics,Vol.24/No 4.
• Petrides K,& Furnham A, (2003)Trait Emotional Intelligence;Behavioural validation in two studies of emotion
recognition & reactivity to mood induction. European Journal of Personality.15,425-448.
• Pringle M.(2000) Significant Event Auditing:Clinical Governance in Primary Care .Oxford: Radcliffe Medical Press.
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• Vitello-Vicciu,j.(2002) Exploring Emotional Intelligence;Implications for nursing leaders.Journal of Nursing
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