Emotional Intelligence: Applications for Leaders in Health Care

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Emotional Intelligence Applications for
Leaders in Health Care Human Services
Educational Program Development Team BC Farnham,
MSW, MBA Debbie Favel, RN, MSN, CHPN Dr. Denise
Green Sheryl Matney, MS Jenny Gilley Carpenter,
LPN. Karina Lemos, RN. Elizabeth R. Pugh, LBSW.
This program is made possible through a
collaborative community-education partnership
between The Consortium for Advancements in Health
Human Services, Inc. and the presenting agency.
The primary goal of this effort is to increase
public awareness and access to hospice care,
through the provision of community-based
education. Contact Hours are awarded to
professionals who complete this program by The
Consortium for Advancements in Health Human
Services, Inc.
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Important Information

• This education program for healthcare
  professionals was developed by The Consortium for
  Advancements in Health and Human Services, Inc.
  (CAHHS) and is facilitated by the presenting
  agency via a community education partnership
  agreement. CAHHS is a private corporation and is
  solely responsible for the development,
  implementation and evaluation of its educational
  programs. There is no fee associated with
  receiving contact hours for participating in this
  program titled, Emotional Intelligence
  Applications for Leaders in Health Care and Human
  Services. However, participants wishing to
  receive contact hours must offer a signature on
  the sign-in sheet, attend the entire program and
  complete a program evaluation form.
• The Consortium for Advancements in Health and
  Human Services, Inc. is an approved provider of
  continuing nursing education by the Alabama State
  Nurses Association, an accredited approver by the
  American Nurses Credentialing Center's Commission
  on Accreditation. The Consortium for
  Advancements in Health Human Services, Inc., is
  approved as a provider of continuing education
  in Social Work by the Alabama Board of Social
  Work Examiners, 0356, Expiration
  Date 10/31/2014.
• The course listed above was completed on / /
  and is approved for 1.0 CEUs. Approval number
  79003636. To claim these CEUs, log into your CE
  Center account at www.ccmcertification.org
• In most states, boards providing oversight for
  nursing and social work recognize contact hours
  awarded by organizations who are approved by
  another state's board as a provider of continuing
  education.  If you have questions about
  acceptance of contact hours awarded by our
  organization, please contact your specific state
  board to determine its requirements. Provider
  status will be listed on your certificate.
• CAHHS does not offer free replacement
  certificates to participants. In the event that
  CAHHS elects to provide a replacement
  certificate, there will be a 20.00
  administrative fee charged to the individual who
  requests it.

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Learning Objectives

• To explore the various definitions of leadership.
  
• To increase understanding of the construct of
  emotional intelligence and its application to
  leadership practices of healthcare providers.
• To increase awareness of the five primary
  elements of emotional intelligence.
• To create awareness of the impacts of negative
  emotions on individuals and systems.
• To identify ways to increase ones emotional
  intelligence.

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What Brings Us to Health Care

• Job Security
• A Personal Experience
• A Desire to Serve Others
• Our Faith Our Calling
• A Passion for Our Discipline
• I want to make a difference everyday.

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Contemporary Practice Environment

• Limited Financial Resources
• Limited Human Resources
• Limited Time
• Emotionally Charged Settings
• Diverse Populations with Diverse Needs
• Heavily Regulated
• Complex Systems

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Tag--- Youre the Leader

• There is no such thing as a born leader
• Leadership is a learned skill like algebra
• Few Health Care Professionals study leadership
• Leadership IS NOT a Position

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Definitions of Leadership

• Harry S. Truman, the thirty third president of
  the United States, said, My definition of a
  leader . . . is a man who can persuade people to
  do what they don't want to do, or do what they're
  too lazy to do, and like it (Definitions of
  Leadership, 2005).
• While Chester Bernard said, Leadership is the
  ability of a superior to influence the behavior
  of a subordinate or group and persuade them to
  follow a particular course of action
  (Definitions of Leadership, 2005).
• And, the US Air Force states, Leadership is the
  art of influencing and directing people in such a
  way that will win their obedience, confidence,
  respect and loyal cooperation in achieving common
  objectives (Definitions of Leadership, 2005)

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Ideally, Leadership is

• According to Clark (1997), Leadership is a
  process by which a person influences others to
  accomplish an objective and directs the
  organization in a way that makes it more cohesive
  and coherent.
• LEADERSHIP IS NOT MANAGEMENT
• LEADERSHIP IS NOT A POSITION

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Where Do Healthcare Professionals Serve as
Leaders?

• The Workplace
• Interdisciplinary Teams
• Groups
• Community-based Groups and Organizations
• Political Groups
• Church
• Within Family Systems
• Can you think of others?

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There is no doubt

• Healthcare Providers are LEADERS everyday.

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WHAT IS INTELLIGENCE?

• Is intelligence fixed?
• How is intelligence measured?
• What is normal intelligence?
• How do we use intelligence?
• Does society value intelligence?
• Is intelligence the and/or a KEY factor to
  success?
• Do emotions play a role in intelligence? Do we
  use emotions to calculate or solve complex
  mathematical problems?

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The History of Emotional Intelligence

• E.L. Thorndike (1920s)
• Howard Gardner (1980s)
• Mayer Salovey (1990s)
• Goleman (2000)

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What is Emotional Intelligence?

• Emotional intelligence is defined by Mayer and
  Salovey as, the capacity to reason about
  emotions, and of emotions to enhance thinking
  (Mayer et al., 2004).
• Godfrey states that Goleman further defines
  emotional intelligence as, the capacity for
  recognizing our own feelings and those of others,
  for motivating ourselves, for managing emotions
  well in ourselves and in our relationships
  (2004, page 2). 

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Lets Discuss

• How does the ability to manage and assess
  emotions relate to the ideal definition of
  leadership?
• Leadership is a process by which a person
  influences others to accomplish an objective and
  directs the organization in a way that makes it
  more cohesive and coherent.

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Five Core Components of Emotional Intelligence

• Self-awareness
• Self-regulation
• Motivation
• Empathy
• Social skills (Daniel Goleman's Five, n.d.)

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Self-awareness

• The first component of emotional intelligence is
  self-awareness. The leader who is self-aware has
  the capacity to identify and comprehend his/her
  moods and emotions.  A leaders self-awareness
  has a direct impact on team members. In
  addition, leaders who are self-aware are often
  confident, have the ability to engage in
  pragmatic self-evaluation and the ability to find
  humor in ones self (Daniel Goleman's Five,
  n.d.).

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Self-regulation

• The second component of emotional intelligence is
  self-regulation. The skill of managing
  counterproductive inclinations and moods can make
  one a more effective leader.  The ability to
  regulate ones self and to postpone jumping to
  conclusions is required to engage in thought
  prior to action.  Leaders with the ability to
  self regulate are often viewed as honest and
  reliable.  In addition, these leaders are
  comfortable with the grey areas of leadership and
  seem to have the ability to embrace the evolution
  of the workplace (Daniel Goleman's Five, n.d.).

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Motivation

• The third component of emotional intelligence is
  motivation. Leaders who are motivated by the
  processes and outcomes associated with work,
  rather than financial gain and position, are said
  to embody a core component of emotional
  intelligence. These leaders are often driven by
  the prospect of achieving outcomes and results
  and demonstrate determination and a dogged
  approach to work. It is common for these
  motivated leaders to reject negativity and to
  demonstrate a deep sense of loyalty (Daniel
  Goleman's Five, n.d.).

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Empathy

• The fourth component of emotional intelligence is
  empathy. The ability to assess and be sensitive
  to the emotional composition of others is
  critical for effective leadership.  Leaders who
  demonstrate this ability are referred to as being
  empathetic. These leaders typically have
  excellent skills related to the development and
  maintenance of human capital.  In addition, they
  are often highly sensitive to the needs of
  diverse populations and demonstrate exceptional
  consumer relations skills (Daniel Goleman's Five,
  n.d.).

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Social Skills

• A final component of emotional intelligence is
  social skills. Leaders who have well-developed
  social skills often are successful with regard to
  the development of support networks. Building
  relationships is sin qua non to success
  regardless of industry.  Leaders with strong
  social skills often do an exceptional job
  connecting with others and establishing a bond
  with colleagues. Social skills can make it
  possible for leaders to foster systemic and
  organizational change.  Additionally, these
  leaders often use their social skills to
  construct and advance teams (Daniel Goleman's
  Five, n.d.).

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Your Emotions Are Infectious

• Research, conducted by Sigdal Barsade, found that
  emotions are contagious within groups. Barsade
  used a professional actor to flood groups with
  different types of emotions, which ranged from
  happiness to depression, and the groups were
  highly reactive to the actors emotions. This
  study demonstrates that people can be tainted by
  the emotions of others and that regulation of
  these emotions within the workplace is a
  paramount skill required for effective leadership
  (Cherniss, 2000).

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How to Increase Your E.I

• Self Exploration
• Self-directed Education
• External Feedback
• Work With a Mentor
• STUDY Leadership
• Practice, Practice and Practice

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The Ten Cardinal Rules of Leadership

• 1. Find your voice and understand the values
  that drive your behaviors
• 2. Set examples by demonstrating behaviors that
  are reflective of shared values
• 3. DREAM daily and share your dreams
• 4. Shared goals create an investment
• 5. Change, grow and improve make it a priority

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The Ten Cardinal Rules of Leadership

• 6. Take Risks and Explore new ways of doing
  things
• 7. Trust your Team
• 8. Enable others to recognize the Greatness
  within
• 9. Recognize Greatness
• 10. Celebrate Greatness often.

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• Questions/ Comments
• Evaluation Certificate Process

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References

• Cherniss, C. (2000, April 15). Emotional
  Intelligence" What is it and why itmatters.
  Lecture presented at annual meeting of the
  Society ofIndustrial and Organizational
  Psychology, New Orleans, LA.
• Daniel Goleman's five components of emotional
  intelligence. (n.d.). Retrieved March 17,
• 2006, from Sonoma State University Web
  sitehttp//www.sonoma.edu/users/s/swijtink/teach
  ing/philosophy_101/paper1/goleman.htm
• Freshman, B., Rubino, L. (2004, Summer).
  Emotional intelligence skills formaintaining
  social networks in healthcare organizations.
  Hospital Topics,82(3), 8. Retrieved November 20,
  2005, from ProQuest database(793502001).
• Gillespie, A. (2004, Summer). How do you feel?
  How do you really feel?Teaching Business
  Economics, 8(2), pg. 15. Retrieved October 16,
  2005,from ProQuest Education Journals database
  (13673289)http//proquest.umi.com/pqdweb/?did67
  4045451sid2Fmt4clientId52110RQT309VNameP
  QD
• Godfrey, O. (2004). Emotional intelligence The
  driving force for top-executive performance.
  Human Resource Management International Digest,
  12(4), 2. Retrieved November 19, 2005, from
  ProQuest database (657206591).
• Goleman, D., Boyatzis, R., McKee, A. (2002).
  Primal leadership. Boston Harvard Business
  School Press.
• Kouzes, J. M., Posner, B. Z. (2003).
  Leadership challenge (3rd ed.). San Francisco
  Jossy-Bass. (Original work published 2002)
• Latour, S. M., Hosmer, B. C. (2002, Winter).
  Emotional intelligence Implications for all
  United States Air Force leaders. Air Space
  Power Journal, 1-15. Retrieved March 14, 2006,
  from United States Air Force Web
  sitehttp//www.airpower.maxwell.af.mil/airchronic
  les/apj/apj02/win02/latour.html
• Leadership and emotional intelligence. (2003).
  Retrieved October 17, 2005, from     Linkage,
  Inc. Web site http//ohr.gsfc.nasa.gov/DevGuide/H
  q/Linkage/     Goleman.pdf
• Maulding, W. S. (2002). Increasing organizational
  productivity through     heightened emotional
  intelligence. Unpublished manuscript, University
  of     Southern Mississippi, Long Beach,
  Mississippi. Retrieved October 16,
  2005,     from ERIC database (473590).