Running head: NURSING LEADERSHIP PHILOSOPHY… 1

Nursing Leadership Philosophy: Emotional Intelligence

Amanda Smith

Delaware Technical Community College

10/4/2018
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Abstract

This paper follows the emotional intelligence theory and how it has become my chosen nursing

leadership theory. In this paper emotional intelligence theory will be explained and expanded

upon. This paper will explore emotional intelligence theory as it relates to leadership and to the

nursing profession. The paper will dictate the role of the nurse while using the emotional

intelligence theory, and how communication is greatly improved when the theory is put to action.

The paper explains how emotional intelligence theory contributes to a greater nursing leader role,

a better patient advocate, and a better nurse to patient rapport and communication.
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Nursing Leadership Philosophy: Emotional Intelligence Theory

About Emotional Intelligence

The leadership theory that I most want to emulate is the emotional intelligence theory of

leadership. The emotional intelligence theory of leadership supports the user’s potential to

develop their emotions and sense of self to become more aware of their behavior and how others

view that behavior. Emotional intelligence defined by Dr. Daniel Goleman, who authored the

1995 book “Emotional Intelligence,” is “self-mastery, or the ability to understand and control

what we feel (our emotions) and the way we act (our response to these emotions)” (Sherman,

2016). Another definition of emotional intelligence is “the ability to read and understand others

in social contexts, to detect the nuances of emotional reactions, and to utilize such knowledge to

influence others through emotional regulation and control” (Prati, Douglas, Ferris, et. al, 2003,

para. 1). The four components of emotional intelligence that Dr. Goleman surmises are self-

awareness, self-management, social awareness, and relationship management (Sherman, 2016).

Self-awareness refers to being able to recognize your own emotions and how they affect thoughts

and behavior (Sherman, 2016). Self-management refers to being able to control impulsive

feelings and behaviors, to manage emotions in healthy ways, and to adapt to changing

circumstances (Sherman, 2016). Social awareness refers to being able to understand the

emotions, needs, and concerns of other people, pick up emotional cues, and recognize the power

dynamics in a group or organization (Sherman, 2016). Relationship management refers to

knowing how to develop and maintain good relationships, communicate clearly, inspire and

influence others, work well in a team, and manage conflict (Sherman, 2016).
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Emotional Intelligence in Nursing

Emotional intelligence is part of a larger intelligence, called social intelligence

(McQueen, 2003). Social and emotional intelligence can be further broken down to intrapersonal

and interpersonal intelligences (McQueen, 2003). Intrapersonal intelligence enables a person to

understand one’s self, and interpersonal intelligence enables a person to understand other people

and to cooperate well with others (McQueen, 2003). It would then make sense that nursing

should be endowed in social intelligence, particularly emotional intelligence, because of the

nurses need to form good rapport and connected relationships with patients. Nurses not only

need united relationships with their patients, but they must be able to formulate self-reflection as

a way for continued improvement and elimination of prejudices, which becomes intrapersonal

intelligence (McQueen, 2003). The constant need for improvement that intrapersonal intelligence

grants is the key to continuing education. Introspection and the constant need for improvement

prompts nurses to commit to lifelong learning. Having emotional intelligence is one more step

towards having a complete understanding of how much there is still to learn. The nurse should

always be asking themselves if they handled a situation to the best of their ability, and how they

could have improved, as well as what steps they can learn to improve skills or actions that are

undesirable. Nursing assessments include physical aspects of their patients, but what about

emotional and psychological aspects? The interpretation of a patient’s emotional and

psychological well-being should be just as important as their physical state (McQueen, 2003).

An emotionally intelligent nurse is able to interpret emotion and empathize with patients as it

becomes necessary, which further strengthens the nurse-patient relationship. A nurse that is

emotionally in tune and has a strong relationship with their patient is better able to advocate for

that patient. The patient may confide in the nurse what their feelings about a procedure are, or
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the nurse may be better equipped to evaluate the emotional state of a patient that is not

interesting in disclosing their true feelings about their care. The nurse to patient communication

is greatly improved with an emotionally astute individual.

Emotional Intelligence in Leadership

Emotional intelligence and leadership appear to go hand in hand. Prati, Douglas, Ferris,

et.al, argue that emotional intelligence has emerged as one of the most notable social

effectiveness constructs, and is a foundational element of leadership effectiveness (2003, para.

2). Perhaps the association of emotional intelligence and positive leadership is an emotionally

intelligent person’s ability to control certain emotions, and impart other emotions. For example,

an angry outburst by a leader is most effectively going to dishearten team members, which is

believed to occur because the team loses faith in a leader who is unable to control negative

emotion and thus may not be trusted to handle situations (Prati, Douglas, Ferris, et.al, 2003, para.

23 & 24). In turn, a leader that is emotionally in tune to their team may effectively be able to cast

negative emotions away with inspirational speech and other techniques by evaluating team

member’s arousal and emotion during team activities (Prati, Douglas, Ferris, et.al, 2003, para.

25). Emotionally cognizant leaders are also able to dispel potential negative interactions between

team members by evaluating emotional situations and creating a safe emotional environment for

their team (Prati, Douglas, Ferris, et.al, 2003, para. 26). Emotionally intelligent leaders are

described as being ideal candidates for incorporating transformational leadership. Leaders who

are emotionally savvy will adhere to the organization norms and they will be able to influence

team members to adopt those same norms and feel excited to do so (Prati, Douglas, Ferris, et.al,

2003, para. 27). Emotionally intelligent people stimulate their team intellectually and

professionally to develop used and new skills, which is a trait of transformational leadership. The
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transformational and emotionally sensitive leader also provides individual attention when it is

necessary for each team member so they feel important to the team as a whole (Prati, Douglas,

Ferris, et.al, 2003, para. 28). The team mentality is very important to help emotionally intelligent

norms from decreasing. Once norms are established it is the enduring processes put into place

that will help support awareness and regulation of emotion for the entire staff (Cherniss &

Goleman, 2001).

The Nurse Leader

Incorporating emotional intelligence to nursing leadership is perhaps one of the easiest

ways to learn how to become a transformational leader, which is viewed as one of the most

effective styles for the dynamic healthcare system of today (Finkelman, 2016, pg. 13). As

discussed in a previous paragraph there are traits an emotionally intelligent nurse has that can

foster and improve transformational leadership skills. A nursing study of nurse managers found

that managers with high levels of emotional intelligence can enhance the transformational

leadership style required to create and maintain a positive working environment (Tyczkowski,

Vandenhouten, Reilly, et.al, 2015). The Bar-on EQ-i was used to assess emotional intelligence

properties, and consisted of a series of questions the nurse managers answered online

(Tyczkowski, et.al, 2015). The transformational leadership style was also heavily favored by

subordinates and was perceived as more effective than laissez-faire and transactional leadership

styles (Tyczkowski, et.al, 2015). The role of the nurse leader in the emotional intelligence theory

should be to continue developing and improving their transformational leadership skills. Goals

for myself to utilize emotional intelligence theory would be to enhance my ability to moderate

my emotions and become more capable of acting fairly under pressure. I would also like to

practice and ensure that I do not portray myself as being under stress and hurried while caring for
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a patient. There are occasions when the amount of things that need to be accomplished at work

are overwhelming, but patients would be much more content to their nurses emotional and

nonverbal state as relaxed and willing to attend to their needs. The best plan to dictate for

utilizing the emotional intelligence theory is to practice analyzing your own emotions and the

emotions of the people around you during all possible opportunities. Developing emotional

intelligence does not happen overnight, there is much self-reflection and awareness of others that

needs to be applied to every situation for it to progress.

Emotional Intelligence and Communication

Emotional intelligence breaks down communication confines and enhances true

correspondence of ideas (McQueen, 2003). An emotionally intelligent person has a much easier

time assessing the emotional state of a patient or colleague and is able to give a genuine feeling

of interest in what that person is feeling. Just as a nurse who is emotionally intelligent can

improve the nurse to patient rapport, they are able to improve rapport with all members of the

healthcare team (McQueen, 2003). The nurse is capable of handling their own emotions, and

assessing other team member’s emotions and nonverbal communication to succumb obstacles of

correspondence. A nurse utilizing emotional intelligence theory is typically an active

conversationalist. The nurse will do their best to listen and pick up on emotional cues, which

prevents inactive conversation, and strengthens social gatherings, such as team meetings.

Conclusion

Emotional intelligence theory is being aware of personal emotions, as well as the

emotions of others, and being able to control and influence those emotions (Prati, et.al, 2003).

The theory’s intrapersonal introspection (self-awareness) fosters the need to evaluate behavior
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and education and improve those aspects as needed (McQueen, 2003). The theory’s interpersonal

component (social awareness) grants the nurse a higher ability to connect and form good

relationships with patients, which benefits the nurse as a patient advocate (McQueen, 2003).

Emotional intelligence theory is a highly effective leadership skill, and encourages the practice

of the transformational leadership style (Finkelman, 2016). Communication is greatly enhanced

when using this theory because one of the domains to master this style is relationship

management, which has greater communication practice as its main objective (Sherman, 2016).

Emotional intelligence theory can be incorporated easily into my nursing routine by allowing

time to scan my emotional climate, as well as the others around me, and makes necessary

changes to bolster confidence in our working team and environment.

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References

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Emotional-Intelligence-in-Individuals-Groups-and-Organizations.pdf#page=28

Finkelman, A. (2016). Leadership and Management for Nurses. New York, NY: Pearson.

McQueen, A. (2003, December 5). Emotional intelligence in nursing work. Integrative Literature

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Tyczkowski, B., Vandenhouten, C., Reilly, J., Bansal, G., Kubsch, S.M., Jakkola, R. (2015).

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