The Emotional Intelligence Association Developing the Emotional Intelligence of Leaders.
Learning to Lead: Emotional Intelligence for Nurse Leaders
Transcript of Learning to Lead: Emotional Intelligence for Nurse Leaders
Claire Grant MSN, RN, NE-BC, CCRN-K
AACN’s National Teaching Institute & Critical Care Exposition
24 May 2021
Learning to Lead:
Emotional Intelligence for Nurse Leaders(C60M255)
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I have no financial disclosures that would be a potential
conflict of interest with this presentation.
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Learning Objectives
• Discuss the components of emotional intelligence.
• Describe the impact that emotional intelligence has
on manager resiliency, staff retention, and patient
safety/outcomes.
• Explore strategies and resources to develop and
lead with emotional intelligence.
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How emotionally intelligent are you?
Type this link into your browser:
https://www.mindtools.com/pages/article/ei-quiz.htm
OR
Type “Mind Tools EI Assessment” into your search engine
(Referenced with permission from Mind Tools Ltd, ©1996-2019)
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https://www.mindtools.com/pages/article/ei-quiz.htm
OR
Type “Mind Tools EI Assessment” into your search engine
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How did you score?
15-34Need to work on your emotional intelligence
35-55Your emotional intelligence is okay
56-75You are an emotionally intelligent person
Answer: Emotional intelligence is not fixed,
It is dynamic and you can develop it over time.
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Referenced with permission by Sentis www.sentis.com.au
Emotions and the Brain
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What is Emotional Intelligence?
• Emotional intelligence (EI or EQ) is your ability to:
• Recognize and manage our own emotions
• Recognize and influence the emotions of others
• IQ + EQ + Personality = Psychological Makeup
• Personality and IQ are fairly fixed
• EQ can be developed over time
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EI Domain 1: Self-Awareness
“Take a look in the mirror”
• Perceive and understand your own
emotions
• Stay on top of your reactions
• Tolerate discomfort of focusing on
feelings (that may be negative)
• Understand what motivates and
triggers you
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EI Domain 2: Self-Management
“To Act or Not to Act”
• Use self-awareness to
direct your behavior
• Manage your reactions
• Manage tendencies and
apply self-control
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EI Domain 3: Social Awareness
“Engage in People Watching”
• Identify other people’s emotions
• Perceive what people think and
feel
• Actively listen and observation
• Watch people as you interact
with them
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EI Domain 4: Relationship Management
“Building Strong Networks”
• Use self-awareness and social awareness
to manage relationships
• Communication and conflict
• Strong social connections
• Stress and conflict threaten relationship
management
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Visualizing Low EI vs. High EI
Low EI High EI
Leadership Style Aggressive,
demanding, egotistical,
confrontational
Assertive, ambitious,
strong-willed, decisive
Communication Style Distractible, selfish,
impulsive, poor listener
Warm, enthusiastic,
sociable, charming,
persuasive
Management Style Resistant to change,
passive, unresponsive,
stubborn
Patient, stable,
consistent, good
listener,
Working Style Critical, picky, hard to
please
Detailed, careful,
systematic
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EI and Manager Resiliency
• Level of experience and education correlate with higher
levels of emotional intelligence (Prufeta, P. 2017)
• High levels of EI can facilitate better communication and
reduce stress in environments with high workplace
intensity and conflict (Taylor, B. et al. 2015)
• Emotional Intelligence and resiliency have similar
constructs (Tyczkowski, B. et al. 2015)
• Invest for the Future: Increase EI through continuing
education and professional development opportunities
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EI and Staff Retention
• Positive relationship between EI and self-compassion
which helps reduce effects of stress and nursing burnout (Spano-Szekeley et al. 2016)
• Nursing teams with “High EI” leaders have higher job
satisfaction and productivity, as well as intent to stay
longer in the job (Lavoie-Trembley M. et al. 2015)
• High EI scores of nurse managers result in higher staff
satisfaction and increased staff resilience and retention (Tyczkowski, B. et al. 2015)
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Learning through Reflection
Reflect:Think of recent situations at work where you have
demonstrated LOW and HIGH emotional intelligence.
Journal:Take a piece of paper and take the next five minutes to
reflect on the following questions:
• What were the situations?
• What triggers did you encounter?
• What emotions did you feel?
• What were your responses to the situations?
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What were the situations?
What triggers did you encounter?
What emotions did you feel?
What were your responses to the situations?
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Strategies to develop the EI domains
Self-Awareness
Social Awareness
Self-Management
Relationship Management
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Self-Awareness Strategies
Recognize your physical responses to emotions
Identify triggers and Emotional Fire Drills
Keep a Values Journal
Feedback, Feedback, and more Feedback
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Self-Management Strategies
Mindfulness
Compare your
Emotional and Rational
Brain
Get an outside
perspective
Visualize your emotional
management goals
“Empathy is the essential building
block for compassion. We have
to sense what another person is
going through, what they’re
feeling, in order to spark
compassion in us.”
—Daniel Goleman
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Social Awareness - Empathy
Empathy is a key tenant of emotional intelligence
• DOES NOT mean that you would feel the same thing if
you were in the same situation
• THEIR experience and how THEY feel in the situation
• “The Platinum Rule”
Developing Empathy:
• Ask questions
• Imagine how the person feels
• “I imagine that could make you feel…”
• “I suppose that situation could make you think…”
(Roberts, G. 2017)
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Relationship Management Strategies
Enhance your Communication
Style
Thank You’s and I’m Sorry’s
Acknowledge Feelings and Complement
Emotions
Give direct, constructive feedback
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EI and the Covid-19 Pandemic
• Our emotional tanks are emptier than before
Extend empathy to yourself and to others
• We may not be the best versions of ourselves, and that’s okay
Extend grace to yourselves and others, and work together
towards being better versions of yourselves tomorrow
• Take care of yourself in order to take care of others
Self-compassion is important and it’s essential in order for you
to care for your patients and your teams.
Take time to ask the questions, “how are you?” and “what can I
do to help?”
• Physical and social connections have changed and may be
forever changed by the pandemic
The power of human connection is still vitally important
Find ways to safely connect with your family, friends, and
teams.
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Resources to Develop EI
EMOTIONAL INTELLIGENCE ASSESSMENTS
• BarOn Emotional Quotient Inventory (EQ-I 2.0)
• Emotional and Social Competence Inventory (ESCI)
• Genos Emotional Intelligence Inventory (Genos EI)
• Group Emotional Competency Inventory (GEC)
• Mayer-Salovey-Caruso EI Test (MSCEIT)
• The Schutte Self Report Emotional Intelligence Test (SSEIT)
• Trait Emotional Intelligence Questionnaire (TEIQue)
• Wong’s Emotional Intelligence Scale (WEIS)
(Emerling, R. 2018)
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Resources to Develop EI
BOOKS• Emotional Intelligence 2.0
(T. Bradberry & J. Greaves, 2009)
• Emotional Intelligence: Why it Can Matter More than IQ
(D. Goleman, 1995)
• EQ Applied: The Real-World Guide to Emotional Intelligence
(J. Bariso, 2018)
• Primal Leadership
(D. Goleman, 2001)
• Working with Emotional Intelligence
(D. Goleman, 1998)
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Resources to Develop EI
ONLINE LEARNING• Developing Emotional Intelligence (LinkedIn Learning)
• Leading with Emotional Intelligence (LinkedIn Learning)
• Develop your Emotional Intelligence (Mind Tools)
• HBR Emotional Intelligence Series (Harvard Business Review)
• Free EI Courses (The Emotional Intelligence Network)
PODCASTS• Emotions Mentor Podcast
• Hacking Emotional Intelligence
• Spirit of EQ Podcast
• EQ Evolution Podcast
• The Kingsley Grant Show: Where Leadership and Emotional Intelligence
Intersect
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References
Andreatta, B. (2018, November). Leading with emotional intelligence. Retrieved from https://linkedin.com/learning
Bradberry, T. & Greaves. J. (2009). Emotional intelligence 2.0. San Diego, CA: TalentSmart.
Emerling, R. (2018). Emotional intelligence measures. Retrieved fromhttp://www.eiconsortium.org/
Goleman, D. (1995). Emotional Intelligence: Why it can matter more than IQ.New York, NY: Bantam Books.
Goleman, Daniel. (2002). Primal leadership: Realizing the power of emotional intelligence. Boston, MA.: Harvard Business School Press.
Lavoie-Tremblay, M., Fernet, C., Lavignem G., Austin, S. 2015. Transformational and abusive leadership practices: impact on novicenurses, quality of care and intention to leave. Journal of Advanced Nursing, 72, (3), 582-592.
Prufeta, P. (2017). Emotional intelligence of nurse managers. Journal of Nursing Administration, 47(3), 134-139.
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References
Roberts G. (2017, May). Developing your emotional intelligence. Retrieved from https://www.linkedin.com/learning
Spano-Szekely, L. and Griffin, M.T. 2016. Emotional intelligence andtransformational leadership in nurse managers. Journal of NursingAdministration, 46, (2), 101-108.
Taylor, B., Roberts, S., Smyth, T., Tulloch, M. 2015. Nurse managers’ strategies for feeling less drained by their work: an action research and reflection project for developing emotional intelligence. Journal of Nursing Management, 2015, (23), 879-887.
Tyczkowski, B. et al. 2015. Emotional intelligence (EI) and nursing leadership styles among nurse managers. Nursing Administration Quarterly, 59, (2), 172-180.
Sentis (2012, November 26). Emotions and the brain. Retrieved from https://www.youtube.com/watch?v=xNY0AAUtH3g
Mindtools Ltd. (2019). How emotionally intelligent are you? Retrieved from https://www.mindtools.com/pages/article/ei-quiz.htm