Emotional Intelligence (EI)

The Key to Leadership

Karen Callaghan

NP 3208, Clinical Leadership for Practice Development

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

“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)

Innovation – Significant Event Audit

Rationale for selection

• Enhancing EI within myself to maximise leadership potential

• Becoming a visionary leader

• Facilitate positive changes in individual/team behaviour

(Goleman,2004)

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)

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.

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)

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

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)

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

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

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

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)

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)

References• Freshwater D,Stickley T(2004) The heart of the art; emotional intelligence in nurse education,Nursing

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