Emotional Intelligence and Nursing Leadership

This report critically analyzes the execution of principles of emotional intelligence in the implementation of leadership practices in the field of contemporary nursing. It discusses the significance, the possible application and the resultant beneficial consequences of the usage of emotional intelligence in the contemporary leadership practices.

Running head: EMOTIONAL INTELLIGENCE AND NURSING LEADERSHIP
EMOTIONAL INTELLIGENCE AND NURSING LEADERSHIP
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1EMOTIONAL INTELIGENCE AND NURSING LEADERSHIP
Introduction
A lack of clarified definitive leadership principle, can negatively affect the leadership
abilities of a leader, further resulting in detrimental staff relationships and reduced staff
retention. (Wilson et al. 2016). The following paragraphs of the report, critically analyze the
execution of principles of emotional intelligence in the implementation of leadership practices in
the field of contemporary nursing. Hence, considering the absence of a specific definition on
leadership, which can further result in improper leadership practices and the resultant loss in staff
retention, the aim of this paper is to discuss the significance, the possible application and the
resultant beneficial consequences of the usage of emotional intelligence in the contemporary
leadership practices.
Discussion
Prior to the advancement in science, technology and organizational principles, nursing
frameworks in traditional medicine were concerned solely on the mere consideration of the
alleviation of somatic symptoms of the specified patient. However, rapid emergence of dynamic
dimensions in organizational and workforce culture, have empowered the requirement of nurses
to consider a multi-faceted role (Denker et al. 2015). This comprises of not just treatment of the
patient, but also the exhibition of overall guiding principles of the concerned workforce, through
effective and empathetic leadership, understanding of the needs and requirement of the
immediate tasks at hand as well the subordinate staff, adequate advocacy and also accurate
delegation concerning assignment of employee responsibilities (Scully 2015). With respect the
situations outlining urgent medical emergency and pressure in clinical patient surroundings,

2EMOTIONAL INTELIGENCE AND NURSING LEADERSHIP
contemporary nursing leadership practices emphasize on the usage of ‘Emotional Intelligence’
during the task of directing and inspiring the concerned workforce (Abraham and Scaria 2017).
The usage of effective leadership principles, along with clearly specified definitions, is
imperative for the advanced functioning of any organization. Since time immemorial, leadership
principles have undergone several modifications, leading to the absence of clarified and well-
defined definitions concerning the true characteristics required to be possessed by an ideal leader
(D’aunno, Alexander and Jiang 2017). A lack of specified definition concerning principles of
leadership can have harmful implications upon a leader’s ability to lead, resulting in inadequate
staff functioning and employee retention. The dynamic dimensions outlining organizational
cultures at present uphold humane values and empathy as key cornerstones, which only can be
exhibited by the usage of effective emotional intelligence in nursing leadership (Spano-Szekely
et al. 2016).
Leadership Styles in Nursing
For the successful implementation of organizational policies and principles, along with
efficient functioning of the concerned workforce regarding the completion of organizational
goals, the implementation of adequate leadership practices is of utmost importance for any
industrial scenario or business setup (Donate and Pablo 2015). The organizational act of
leadership implies the successful usage and execution of corrective, yet empathetic principles
outlining guidance and direction of a group of individuals by an empowering mentor, for the
purpose of fulfillment of collective objectives of a respective organization (Thoroughgood et al.
2018). Since ancient times, the appointment of a leader was imperative for the salient functioning
of any respective organization and hence, individual possessing principles, which outline
autocracy and dominance, formed the cornerstones of qualifying abilities required for

3EMOTIONAL INTELIGENCE AND NURSING LEADERSHIP
designation of the same (Elwell and Elikofer 2015). However, such a classification of leadership
was not devoid of considerable shortcomings, the most prevalent of which, was the sense of
complete loss of liberty experienced by followers and subordinates (Khan et al. 2015). This
paved the way for the usage of a leadership style, outlining democracy, which aimed to consider
the needs and interests of the subordinate population by the respective leader, as a major criteria
prior to implementation of the leadership principles executed by him or her (Iqbal, Anwar and
Haider 2015). However, the implementation of such extensively feasible leadership styles
escalated into a stage of abundant leniency, where the leadership principle so conceived was
outlined as ‘laissez faire’. Despite the overall acceptability, accountability and subordinate
liberty outlined in this framework of leadership, the resultant loss of minimally required
domineering behavioral characteristics, further resulted in a complete loss of law and order and a
detrimental importance attached to the true meaning of leadership and what a leader should truly
comprise of (Amanchukwu, Stanley and Ololube 2015).
The clinical practice of nursing at present, takes into consideration, several qualities and
functionalities outlining a multidimensional and multidisciplinary approach, and not merely the
treatment of patients by nurses, for the sole alleviation of somatic symptoms pertaining to the
concerned disease condition (Ernis, Happell and Reid-Searl 2015). Organizational principles
have now undergone numerous radical and dynamic alterations, where nurses in advanced care
roles are required to exhibit a wide variety of qualities and principles, mainly delegation and
leadership duties, for the optimum fulfillment of the foundation goals and principles in the
clinical scenario they are associated with (Wong 2015). As opined by Balsanelli (2013), a variety
of novel leadership strategies are presently under due consideration and usage, for the successful

4EMOTIONAL INTELIGENCE AND NURSING LEADERSHIP
completion of tasks pertaining to nursing, as well the fulfillment of clinical goals and objectives
concerning the overall functioning of the medical task force (Balsanelli, 2013).
One of the key leadership principles in nursing, outlining the same, is the transactional
mode. A transactional style of leadership acquires its key components with the usage of
incentives, gifts or rewards, as a procedure for the fulfillment of required tasks by the concerned
staff. While the provision of sufficient rewarding schemes proves to be a considerable
motivational drive for workforce functioning, there is seldom a reconsideration of the needs and
interests of subordinates, resulting in behavioral incompetency amongst leaders, who often
exhibit rudeness and arrogance (Al-Yami, Galdas and Watson 2018). A resultant factor of such
leadership principles was the emergence of the transformational mode of leading style, which
incorporates key principles of democratic principles, along with an additional requirement of
utilizing sufficient inspirational and empowering behavioral practices in order to guide the
concerned workforce towards self-actualization (Vaismoradi et al. 2016). Despite the
democratically effective characteristics proposed by the same, there is however, an absence of
clarified leadership principles especially during situations outlined with medical emergencies and
lack of adequate functioning staff. Hence, transformational leadership styles lose their
effectiveness, due to lack of minimum authoritarian principles, which is an imperative
requirement in the field of nursing due to the presence of rapid emergency and critical patient life
and death situations, outlining the need for workforce reinforcement and stringent functioning
(Boamah et al. 2018). Hence, with further ramifications, one of the novel approaches to nursing
leadership styles have been highlighted in the situational mode of leading practices, which
requires the concerned leader to exhibit modified functioning as per the situation. This is
outlined as a usage of sufficient leniency, empowerment, inspiration as well as empathetic

5EMOTIONAL INTELIGENCE AND NURSING LEADERSHIP
guidance, during simple problem solving situations which is devoid of critical patient
requirements. Hence, a nurse leader utilizing situational style of leadership may employ guidance
principles consisting of empathy and leniency for a novel nurse, followed by the usage of
considerable autocracy, during the emergence of high pressure and emergencies, which require
effective and prompt workforce functioning (Lynch et al. 2018). However, similar to leadership
principles outlined in the previous sections, the leadership style outlining situational principles is
disadvantageous considering the lack of interaction between nursing superiors and subordinates
exhibited by it. An initiation of sufficient discussion with the inclusion of staff groups and
nursing leaders is imperative for the due consideration of needs and requirements of the
individual subordinates, which will result in the provision of efficient patient treatment and care
procedures, further leading to increased quality of nursing services and consumer satisfaction
(Rokstad et al. 2015).
As observed from the above mentioned styles of leadership outlined in nursing practices,
there is an innate need for the incorporation of novel leadership styles in contemporary field of
nursing, which will not only focus on the provision of conventional care for the concerned
patients, but also in the discovery of the nurse leader’s purpose and sense of accomplishment
(Şenyuva 2014). This will involve sound awareness of the concerned nurse leader, regarding the
emotional characteristics exhibited by him or her, as well as those displayed by the workforce
which he or she has to lead effectively. Acquiring sufficient emotional concern and knowledge
concerning the staff members by the nurse leaders, is essential for the proper functioning as well
as employee retention, further necessitating the need to follow a universal and clarified definition
on what truly should be considered, as an ideal definition of a leader and resultant leadership
style (Crowne et al. 2017).

6EMOTIONAL INTELIGENCE AND NURSING LEADERSHIP
Emotional Intelligence in Nursing: Definition
The field of ‘Emotional Intelligence’ implies the need for recognition of the salient
emotional needs and interests of oneself, as well as others, for the successful establishment of
healthy relationships and sound workforce culture in an organization (Ruvalcaba-Romero et al.
2017).
The usage of adequate emotional intelligence in nursing necessitates the nursing leader to
utilize sound recognition of present emotional and personality values of self, as well the
concerned staff workforce led by him or her. Nursing leaders, who employ optimum emotional
intelligence in their leadership styles, also exhibit the required authoritarian principles, with
however, the usage of adequate motivation and positivity (Spano-Szekeley 2016). Emotionally
intelligent nurses encourage the formulation of a favorable occupation climate, through the usage
of supervision directed at the betterment of the organization, as well the workforce, through due
consideration of the emotional aspects of every employee. Despite the research required to
justify its implementation, the universal usage of emotional intelligence, as a contemporary
nursing leadership style, will not only establish a clear leading definition, but also result in
increased staff retention, due to the adequate consideration of the feelings, emotions and interest
exhibited by the respective taskforce (Lartey, Cummings and Profetto-McGrath 2014).
Emotional Intelligence in setting ward culture
The optimum functioning of the workforce outlining any nursing and clinical setting is
the implementation of adequate team building and team coordination principles, which is highly
prevalent in emotionally intelligent nurses. Nurse leaders, who employ emotional intelligence in
their functionalities of leadership, consider the experiences exhibited by the concerned

7EMOTIONAL INTELIGENCE AND NURSING LEADERSHIP
workforce, with further empowerment to work upon past shortcomings and advocate future
improvements, through the utilization of empathy and not just mere extraction of the job
requirements (Foster et al. 2015). For this reason, there has been a reported incidence of reduced
staff turnover, increased retention, enhance positivity in the workplace as well as motivation
amongst the members to exhibit better performances (Miao, Humphrey and Qian 2016). The use
of emotional intelligence in nursing leadership, is unique due to the absence of stringent
hierarchical principles, the presence of which, have been established to exhibit bullying by
superiors amongst subordinate nurses – resulting in job dissatisfaction and reduced staff retention
(Bawafaa, Wong and Laschinger 2015). Hence, the usage of emotional intelligence in nursing
leadership leads to the salient eradication of key challenges posed in nursing due to the lack of
specified nursing leadership styles. Such challenges include the prevalence of harmful authority,
the presence of bullying due to hierarchical discrimination, and the resultant mismanaged
handling of clinical emergencies due to the presence of workforce satisfaction (Abraham and
Scaria 2017).
Patient and health care outcomes in emotional intelligence
In the field of nursing, nurse leaders following emotional intelligence, are not only
involved in adequate recognition of the needs and interests of the staff, but also of the emotional
requirements of the concerned patients. For this purpose, emotionally intelligent nurse leaders,
play close attention to, and are sensitive to the minutest of patient changes in terms of facial
expressions, perceptions of pain, reception of the required treatment plan as well as the
exhibition of improper or aggressive behavior. Accordingly, the concerned nurse then reports
these changes to the concerned doctor immediately, and further initiates empathetic discussions

8EMOTIONAL INTELIGENCE AND NURSING LEADERSHIP
with the patient for the purpose of provision of a comprehensive care plan. One of the primary
advantages of emotional intelligent nurse leaders, is that they are prompt in noticing subtle
changes in a patient, which may actually be an underlying cause for possibilities of medical
emergency. In the possibility of a medical crisis, the emotionally intelligent nurse immediately
alerts the doctor, in order to carefully look into the details. (Codier and Codier 2015).
Emotional Intelligence in improving staff satisfaction
The lack of clarified definitions concerning the ideal leadership style to be considered by
a nurse leader, results in significant confusion, a resultant usage of autocratic behavioral
principles further leading to strained leader and staff relationships and a detrimental impact on
employee retention (José Valente, Dredge Lohmann 2014). The usage of emotional intelligence
by nurses who are employed in advanced roles as leaders, further leads to personality
enhancements resulting in an improved subordinate following. One of the most essential virtues
acquired by emotionally intelligent nurse leaders is the adequate awareness regarding the
emotional capabilities possessed by themselves as well the staff members, resulting in a critical
appraisal of past workforce shortcomings and a collective guidance for the successful mitigation
of the same (Tyczkowski 2015). With the possession of such advanced emotional regulation and
awareness, nursing leaders who utilized emotional intelligence, attract increased support from
followers through the consideration and assignment of workforce tasks based on the capabilities
and interests of the concerned staff. Further, the usage of participative characteristic of
leadership, emphasized in emotionally intelligent nursing leaders, further enhances staff
performances through the exhibition of guidance, reflection and discussion, concerning the

9EMOTIONAL INTELIGENCE AND NURSING LEADERSHIP
shortcomings faced by the employees and a collective empowerment to reduce the same
(Bortuluzzi, Caporale and Palese 2014).
Emotional Intelligence in increasing retention rates and reducing sick leave
Emotionally intelligent nursing leaders, understand the capabilities of their fellow staff,
as well their physiological shortcomings, hence encourages them to perform well through
appropriate task delegation based on staff competency. This not only assists in the growth and
development of the concerned employee, but also allows them to gradually learn to deal with
stressful situations, without feeling emotionally or physiologically distressed. This further results
in the leader as well as the staff being overcome with a feeling of job satisfaction, further
resulting in increased performance, reduced sickness, increased retention and enhanced provision
of quality hospital services (Karimi et al. 2014).
Instilling or teaching Emotional Intelligence
However, one of the key shortcomings of the usage of emotional intelligence as an
appropriate leadership principle in nursing is due to the absence of a definitive framework
strongly advocating its inclusion as a necessary theoretical and practical application in the
exhibition of leadership in contemporary nursing. (Powell, Mabry and Mixer 2015). For the
specific establishment of leadership policy guidelines required to be followed by nurse leaders,
there is a need for an adequate evaluation of the surrounding nature of the occupational
environment, which is imperative rather than the usage of merely generalized principles (Foster
et al. 2015). Despite its functioning advantages, emotional intelligence still lacks an established
policy framework for its implementation in nursing practice, hence necessitating the need to

10EMOTIONAL INTELIGENCE AND NURSING LEADERSHIP
conduct an elaborate assessment of the staff functioning and occupational outcomes expected out
of the clinical setup. There is a further need for the inclusion of teaching principles concerning
the usage of emotional intelligence as part of the nursing curriculum, which will further
empower future nursing leaders to consider the usage of empathetic communications as well as
recognition of the emotional and experiential capacities of themselves and others (Choi, Song
and Oh 2015). This is required, not only for the successful implementation of emotional
intelligence in nursing practice, but also in the establishment of clarified definitions of nursing
leadership (Abraham and Scaria 2017).
Fostering Emotional Intelligence in Leadership Workforce
Hence, as evident from the above paragraphs, there is an inherent need for the inculcation
of emotional intelligence in future nursing leaders, for the provision of optimum health and
treatment of the patient along with healthy staff relationships. However, there is a lack of
emotional intelligence in the nursing curriculum, further necessitating the need for future
incorporation, with specific policy implementation on paper and paper. As opined by Kemerer
and Cwiekala-Lewis (2016), emotional intelligence can be fostered amongst the nursing leader
workforce, by instructing them to use the ‘Core Themes of Emotional Intelligence’. These
include mindfulness, gratitude, empathy, altruism, compassion, happiness, mindfulness and
forgiveness. Nursing leaders must be told to express gratitude, thanking their subordinates and
giving them due credit. For the exhibition of effective altruism, nursing leaders must be told pay
attention to the concerns of others first. The usage of empathetic conversation towards staff and
patients is of utmost importance for emotionally intelligent nurses. To further foster emotional
intelligence, potential nursing leaders should be instructed to be aware or mindful of their

11EMOTIONAL INTELIGENCE AND NURSING LEADERSHIP
surroundings, show kindness and compassion to staff or patients even when they do not deserve,
forgive wrongdoings with required assertiveness and exhibit happiness and positivity for the
provision of a healthy work environment (Kemerer and Cwiekala-Lewis 2016).
Conclusion
Due to the wide array of possible leadership styles in nursing, followed by the vast range
of advantage and shortcomings presented by them, there still lies a lack of definitive
establishment of the most appropriate nursing leadership style which can produce negative
implications upon the leadership capabilities of the concerned leader. Hence, the need of the hour
is to establish a universal and specified leadership definition and style, which will guide in the
fulfillment of organizational objectives as well the maintenance of appropriate superior-
subordinate relationships. The implementation of emotional intelligence as a leadership
procedure by nurse leaders proves to be a novel solution to ever-prevalent challenges of staff
turnover, bullying and lack of job satisfaction amongst team subordinates. However, there is a
need for the adoption of teaching and implementation of emotional intelligence in nursing
leadership, as an important part of the academic and occupational curriculum, for the successful
reaping of its acclaimed benefits in nursing leadership and staff retention.

12EMOTIONAL INTELIGENCE AND NURSING LEADERSHIP
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Appendix: Journal Guidelines
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https://medcraveonline.com/author-guidelines [Accessed 5 Oct. 2018].

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