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Emotional Intelligence and Clinical Leadership

Effective leadership is very important in nursing practice in order to achieve satisfactory patient outcomes. There are various attributes which guides the path of an effective leader and one of these attributes is emotional intelligence (EI). EI has contributed significantly to effective leadership and has become a key feature of leadership. Studies have attributed as asserting that some of the most effective clinical leaders those with high EI, who depict resonant leadership (Prezerakos, 2018). This leadership style reflects the art of listening to the negative emotions of their employees and yet replying empathetically. An excellent clinical leader requires to be compassionate and respectful in periods of uncertainty or even turmoil, and illustrate a huge spectrum of IE skills. Only four individual factors were considered critical to clinical leaders, including emotional intelligence, adaptability, self-awareness, and awareness of other clinical disciplines (Prezerakos, 2018). EI encapsulates the ability to identify and regulate one's own emotions, as well as emotions of the colleagues and other staff members. The concept of EI generally includes three basic skills: (1) empathic awareness, which seems to be the ability to recognize one’s personal feelings while discriminating between varying emotions; (2) the ability to use those emotional responses to implement them to allegations including such knowing and problem-solving; and (3 ) the ability to handle those feelings, which includes regulating one’s personal emotional states and helping them to solve problems (Spano-Szekely et al., 2016). The very simple reasoning is that individuals with higher EI levels create better coworkers and/or more successful managers which is a critical requirement in the health care setting. Furthermore, EI is a skill that can be perfected through training, journaling, and counseling. The clinical leaders with high EI levels are sensitive to the emotional states and also are attentive to the emotions experienced by their coworkers. The ability to see how emotional awareness of emotional responses could make one a better manager from inside as well as from the professional setting is the guiding path for every leader in nursing practice (Crowne et al., 2017).

References for Transformational Leadership in Nurse Managers

Crowne, K. A., Young, T. M., Goldman, B., Patterson, B., Krouse, A. M., & Proenca, J. (2017). Leading nurses: Emotional intelligence and leadership development effectiveness. Leadership in Health Services.

Prezerakos, P. E. (2018). Nurse managers’ emotional intelligence and effective leadership: A review of the current evidence. The Open Nursing Journal12, 86.

Spano-Szekely, L., Griffin, M. T. Q., Clavelle, J., & Fitzpatrick, J. J. (2016). Emotional intelligence and transformational leadership in nurse managers. JONA: The Journal of Nursing Administration46(2), 101-108.

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