emotional intelligence:the key to leadership

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emotional intelligence:the key to leadership

  1. 1. Emotional Intelligence (EI) The Key to Leadership Karen Callaghan NP 3208, Clinical Leadership for Practice Development
  2. 2. 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
  3. 3. 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)
  4. 4. Rationale for selection • Enhancing EI within myself to maximise leadership potential • Becoming a visionary leader • Facilitate positive changes in individual/team behaviour (Goleman,2004)
  5. 5. 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)
  6. 6. 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.
  7. 7. 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)
  8. 8. 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
  9. 9. 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)
  10. 10. 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
  11. 11. 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
  12. 12. 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
  13. 13. 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)
  14. 14. 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)
  15. 15. 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 • 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 • 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 • Grandey A,(2000).An Emotional Regulation in the Workplace: “A New Way to Conceptualize Emotional Labour”.Journal of Occupational Health Psychology.5(1):95-110. • 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. • Reeves A,(2005). Emotional Intelligence. AOHN Journal,53(4),172-176 • Vitello-Vicciu,j.(2002) Exploring Emotional Intelligence;Implications for nursing leaders.Journal of Nursing Administration,32(4):203-210.

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