Opinion
The importance of emotional intelligence Getty
Cheri Clancy explains how self-awareness can be used to benefit staff morale and patient experience
Nurse managers who exhibit high emotional intelligence (EI) can elicit higher nurse-retention rates, better patient satisfaction and optimal organisational outcomes, and those who are emotionally intelligent tend consistently to model the positive behaviour that is expected of healthcare staff. However, role modelling does not simply consist of demonstrating positive behaviours in front of staff when interacting with patients; it involves doing so regardless of whether interactions are with patients, staff, physicians or colleagues. EI is the ability to perceive, manage and evaluate emotions in oneself, in others and in groups. Emotionally intelligent people know what to say during conversations, and they know when, why and how, or how not, to engage with others. Goleman (1995) developed a framework of five fundamentals that delineate EI: ■ Self-awareness The ability to understand what issues or conditions elevate or permeate emotions; self-awareness, confidence and intuition are prevalent. NURSING MANAGEMENT
■ Self-regulation The ability to stay calm when emotions are running high; impulsiveness or careless decision making is rare because rationalisation is adept. ■ Motivation Continuous striving to improve and eager acceptance of challenges. ■ Empathy Identification with and understanding the desires, needs and perspectives of others. People with empathy recognise the moods of others, even when these moods are not obvious. Listening, avoiding stereotypes and managing positive relationships are advocated. ■ Social skills Helping others to develop and grow is viewed as more important than focusing on one’s own successes. Managing conflict resolution and fostering strong relationships are also practised. EI is cardinal to positive patient experiences. In a recent study (Bramley and Matiti 2014), patients were interviewed on their experience with nursing compassion. Although they knew how busy nurses were, even the smallest gestures of compassion were important to how they perceived their
overall nursing care, while Codler et al (2011) demonstrate the positive influence of peer coaching on EI during high organisational stress. Moreover, Bennett and Sawatzky (2013) posit that EI training and education for emerging nurse leaders can decrease horizontal workplace bullying because these leaders have the tools and knowledge needed to address inappropriate behaviours early, before emotions and consequences escalate. Nurse managers can develop EI and become experts in self-awareness, self-regulation, social awareness, motivation, empathy and social skills. Several tests measure EI and can provide useful insights. To improve EI, the following are essential: emotional awareness, education, practice, commitment and accepting feedback from others. Effective leadership begins with nurse managers who are motivated and self-aware. They must continue to learn, accept responsibility and hold themselves accountable. Through advancement in knowledge of EI, nurse managers can recognise their strengths as well as opportunities for their growth. By exercising these skills, they can endorse teamwork, cultivate passion in themselves and their staff, and ultimately advance the nursing profession. Cheri Clancy is assistant vice president of patient experience at Kennedy Health System, Turnersville, New Jersey
References Bennett K, Sawatzky JV (2013) Building emotional intelligence: a strategy for emerging nurse leaders to reduce workplace bullying. Nursing Administration Quarterly. doi:10.1097/ NAQ.0b013e318286de5f. Bramley L, Matiti M (2014) How does it really feel to be in my shoes? Patients’ experiences of compassion within nursing care and their perceptions of developing compassionate nurses. Journal of Clinical Nursing. doi:10.1111/jocn.12537. Codler E, Kamikawa C, Kooker BM (2011) The impact of emotional intelligence development on nurse mangers. Nursing Administration Quarterly. doi:10.1097/ NAQ.0b013e3182243ae3. Goleman D (1995) Emotional Intelligence. Bantam, New York NY.
Find out more Clancy C (2014) Critical Conversations in Healthcare: Scripts & Techniques for Effective Interprofessional & Patient Communication. Sigma Theta Tau, Indianapolis IN. December 2014 | Volume 21 | Number 8 15
Downloaded from RCNi.com by ${individualUser.displayName} on Dec 09, 2015. For personal use only. No other uses without permission. Copyright © 2015 RCNi Ltd. All rights reserved.
The importance of emotional intelligence Getty
Cheri Clancy explains how self-awareness can be used to benefit staff morale and patient experience
Nurse managers who exhibit high emotional intelligence (EI) can elicit higher nurse-retention rates, better patient satisfaction and optimal organisational outcomes, and those who are emotionally intelligent tend consistently to model the positive behaviour that is expected of healthcare staff. However, role modelling does not simply consist of demonstrating positive behaviours in front of staff when interacting with patients; it involves doing so regardless of whether interactions are with patients, staff, physicians or colleagues. EI is the ability to perceive, manage and evaluate emotions in oneself, in others and in groups. Emotionally intelligent people know what to say during conversations, and they know when, why and how, or how not, to engage with others. Goleman (1995) developed a framework of five fundamentals that delineate EI: ■ Self-awareness The ability to understand what issues or conditions elevate or permeate emotions; self-awareness, confidence and intuition are prevalent. NURSING MANAGEMENT
■ Self-regulation The ability to stay calm when emotions are running high; impulsiveness or careless decision making is rare because rationalisation is adept. ■ Motivation Continuous striving to improve and eager acceptance of challenges. ■ Empathy Identification with and understanding the desires, needs and perspectives of others. People with empathy recognise the moods of others, even when these moods are not obvious. Listening, avoiding stereotypes and managing positive relationships are advocated. ■ Social skills Helping others to develop and grow is viewed as more important than focusing on one’s own successes. Managing conflict resolution and fostering strong relationships are also practised. EI is cardinal to positive patient experiences. In a recent study (Bramley and Matiti 2014), patients were interviewed on their experience with nursing compassion. Although they knew how busy nurses were, even the smallest gestures of compassion were important to how they perceived their
overall nursing care, while Codler et al (2011) demonstrate the positive influence of peer coaching on EI during high organisational stress. Moreover, Bennett and Sawatzky (2013) posit that EI training and education for emerging nurse leaders can decrease horizontal workplace bullying because these leaders have the tools and knowledge needed to address inappropriate behaviours early, before emotions and consequences escalate. Nurse managers can develop EI and become experts in self-awareness, self-regulation, social awareness, motivation, empathy and social skills. Several tests measure EI and can provide useful insights. To improve EI, the following are essential: emotional awareness, education, practice, commitment and accepting feedback from others. Effective leadership begins with nurse managers who are motivated and self-aware. They must continue to learn, accept responsibility and hold themselves accountable. Through advancement in knowledge of EI, nurse managers can recognise their strengths as well as opportunities for their growth. By exercising these skills, they can endorse teamwork, cultivate passion in themselves and their staff, and ultimately advance the nursing profession. Cheri Clancy is assistant vice president of patient experience at Kennedy Health System, Turnersville, New Jersey
References Bennett K, Sawatzky JV (2013) Building emotional intelligence: a strategy for emerging nurse leaders to reduce workplace bullying. Nursing Administration Quarterly. doi:10.1097/ NAQ.0b013e318286de5f. Bramley L, Matiti M (2014) How does it really feel to be in my shoes? Patients’ experiences of compassion within nursing care and their perceptions of developing compassionate nurses. Journal of Clinical Nursing. doi:10.1111/jocn.12537. Codler E, Kamikawa C, Kooker BM (2011) The impact of emotional intelligence development on nurse mangers. Nursing Administration Quarterly. doi:10.1097/ NAQ.0b013e3182243ae3. Goleman D (1995) Emotional Intelligence. Bantam, New York NY.
Find out more Clancy C (2014) Critical Conversations in Healthcare: Scripts & Techniques for Effective Interprofessional & Patient Communication. Sigma Theta Tau, Indianapolis IN. December 2014 | Volume 21 | Number 8 15
Downloaded from RCNi.com by ${individualUser.displayName} on Dec 09, 2015. For personal use only. No other uses without permission. Copyright © 2015 RCNi Ltd. All rights reserved.
