EMOTIONAL INTELLIGENCE & LEADERSHIP 1
EmotionalIntelligence & Leadership
Emotional Intelligence & Leadership
Emotional intelligence is the ability to pinpoint, understand, andcontrol our emotions. It also involves recognizing the impact thatour emotions have on other people. Emotions have a bearing on humanbehavior which in turn affects others either positively ornegatively. Emotional intelligence determines our perception ofothers. In this regard, emotional intelligence is an important aspectof leadership (Maddron, 2011). When a leader understands how othersfeel, he can show efficient management of relationships.
In the healthcareenvironment, making quick and sensible decisions helps to save livesand resources (McDonald, 2015). Applying emotional intelligence inleadership can have either beneficial or detrimental effects. Thesituation at hand determines whether emotional intelligence wouldsuffice. Emotional intelligence is defined through a consideration offive elements. Persons with high emotional intelligence displayself-awareness. They have an in-depth understanding of theirstrengths and weaknesses. Therefore, they manifest confidence andcontrol over their feelings. Effective leadership in the healthcareenvironment calls for calm and level-headedness. A leader would alsoneed to understand their limitations with regards to decision-making.For example, imposing a decision on either a patient or other healthpractitioners would hinder effective leadership (McDonald, 2015).Lack of control over personal stresses can hinder effectiveleadership by damaging relationships and creating mistrust.
Also, people withhigh emotional intelligence are motivated to pursue not onlyproductivity but also long-term success. Leadership in the healthcareenvironment concerns making decisions that would impact long-termsuccess. For example, hospital administrators need to consider whatkinds of equipment and medical procedures will be deployed at ahospital. An isolated case would not warrant the purchase ofexpensive machinery. However, repeated referrals of a particular kindmay merit the employment of specialized personnel (McDonald, 2015).In this manner, leadership in the health care environment places highvalue on motivation. Low levels of motivation would hinder effectiveleadership by encouraging short-term goals and decisions.
Self-regulationis another aspect of emotional intelligence encompassing the abilityto exercise insight and thoughtfulness. In this manner, a personavoids impulsive decisions (Ramchunder, 2015). Patients at a hospitalcan be adversely affected by rash decisions. Granted, some emergencysituations require quick decisions without particular attention toall the details. In some cases, some patients have died as a resultof impulsive decisions. Exercising leadership in the healthcareenvironment involves considering as much information as possible inthe shortest time. Afterward, it helps to reflect on the outcomes ofprevious decisions so as to derive essential learnings. A lowemotional intelligence would be manifest in inadequate flexibility tochanging circumstances (Ramchunder, 2015). Therefore, the inabilityto disregard personal emotions and create objectivity hinderseffective leadership in the healthcare environment.
Emotionalintelligence is also displayed through empathy. This involvesunderstanding the feelings of others. Empathy helps in building andmanaging relationships with others (Anderson, 2015). In thehealthcare environment, providing emotional support is as importantas physical medication. Emotional health is often overlooked due toits subjectivity. However, providers of health care need to masterthe art of showing empathy. Some psychological aspects may manifestthrough observable characteristics. A capable leader shows anadmirable ability to respond to the emotional needs of others(Anderson, 2015). For example, a director heading an emergency unitshould be discerning to spot when staff members experience emotionalfatigue. This would help in allocating leave and rest periods. Havinga low capacity for empathy would hinder effective leadership byoverworking staff members. It may also lead to making wrong diagnosesand longer hospital stays for admitted patients. Nurses and doctorsmay also become depressed and demotivated (McDonald, 2015).Eventually, a hospital would experience a reduced number of patients.
A person withexcellent social skills also shows a high level of emotionalintelligence. This involves organizing for team-building sessions tocreate a friendly atmosphere at the workplace (Anderson, 2015).Social skills will enable a leader in a healthcare environment togenerate inclusivism. Staff members will be moved to perform at theirbest if they feel like part of a team. Lacking social skills wouldhinder effective leadership due to various reasons. Firstly, itreduces the capacity to solve disputes. It also frustrates thecommunication of instructions and feedback (Maddron, 2011). Besides,social skills are instrumental in maintaining working relationships.
Thetest quiz for emotional intelligence yielded 14 out of 20 correctanswers. This score was slightly better than the average when itcomes to reading expressions. Emotional intelligence helps to discernthe inner feelings of others. Facial muscles can twitch in a varietyof ways. It is vital to be adept at reading facial expressions so asto identify the underlying feeling. In many instances, people attemptto hide how they feel about a certain issue. Therefore, it isimportant to exercise discernment so as to avoid drawing the wrongconclusion. Some facial expressions are usually misinterpreted due tosimilarity. For example, shame is often confused with embarrassmentwhile happiness resembles amusement. The ability to identify theexact feeling typified by a certain expression helps in leadership.
Emotionalintelligence has been defined as the capability of determining therole emotions play in our decisions. A leader in a healthcareenvironment needs a high level of emotional intelligence so as toprovide effective guidance (Ramchunder, 2015). Emotional intelligencecan be displayed through self-regulation, motivation, self-awareness,empathy, and social skills.
Anderson, M. (2015). Leadership derailment: Leadership andemotional intelligence. Saarbrücken, Germany: Lambert AcademicPublishers.
Maddron, C. (2011). Emotional intelligence and leadership.Saarbrücken, Germany: Lambert Academic Publishers.
McDonald, C. (2015). Emotional intelligence in healthcare leaders.Saarbrücken, Germany: Lambert Academic Publishers.
Ramchunder, Y. (2015). Emotional intelligence and self-efficacy inleadership effectiveness. Saarbrücken, Germany: Lambert AcademicPublishers.