Self–awareness is an essential ingredient required of healthcare leaders. This is the ability of healthcare leaders to recognize and understand their moods, drives, and emotions. Understanding other employees is a tool that healthcare leaders use to understand their feeling about others (Farmer et al., 2020). The Healthcare sector requires a leader who would be cautious about their words and manage employees’ feelings. The leader influences the correct state of mind among employees as they would develop a system that incorporates the welfare of all workers within the healthcare setting.
Self–regulation is another dimension of emotional intelligence required among healthcare leaders. On many occasions, employees, especially new healthcare workers, would perform clinical activities to a lower level (Pérez-Fuentes et al., 2019). These occurrences might be annoying and might trigger an emotional response from a leader. These talks do not solve the situation but complicate the situation by lowering the self-esteem of the new team. Therefore, healthcare leaders must develop a high sense of self-regulation, allowing them to develop new healthcare workers instead of blaming them for errors.
The motivation domain of emotional intelligence allows healthcare leaders to motivate their followers to learn and equip them with new skills required in the healthcare system. It also helps leaders create a favorable environment among followers that motivates them to learn. The learning process should change the opinions of healthcare workers regarding some of the various ways they can apply to meet patient outcomes (Codier & Codier, 2017). Motivation would allow workers to raise their interest in implementing a new evidence-based practice. Again, it raises their confidence to decide on a healthcare intervention by intensifying their individual study on the subject. Such discernment will aid the employees in being observant and concentrating on clinical concepts.
Empathy is critical in managing a successful team or organization. Leaders exhibiting a high sense of empathy have the ability to put themselves in everyone’s situation. They inspire and develop people within their team (Codier & Codier, 2017). The respect they gain from their team comes from the better connection they develop with other employees. These leaders would sit down with the followers to help solve their social problems that might not be connected with the success of an organization. However, they believe that an employee can give the best outcome when they are stress-free.
Relationship management is the connection that a leader develops with the employees. While leaders are required to direct the human capital toward meeting a common goal, they have an obligation to bond with their followers (Cox, 2018). The harmonious connection between the leader and followers improves their communication skills and supports the development of a better organizational culture. These are essential factors that allow a leader to have power and authority over their employees.
Workers with a higher level of understanding are more daring and cautious in the talks. They are more likely to come up with creative ideas related to solving human problems than employees who do not acquire a substantial level of emotional intelligence (Roth et al., 2019). These people are able to hold communication by balancing the moods of the people involved in their teams. The high emotional intelligence thus allows a person to coexist with others with diverse moods.
In the case involving the two nurses and Christina Robledo, Faith could have realized that Christina was not in a good mood as her talks showed that she has been going through something but was unable to open up and talk (Codier & Codier, 2017). While the main objective was to offer better service to the patient, the two nurses could not have walked away but engaged Christina on the issues she might be going through. Such kinds of conversation would allow Christina to open up and feel that Anna and Faith are able to fit in her shoes. The two nurses could have started by listening to Christina’s explanation and engaged in communication that would not trigger moods but allow each of them to agree on the option of calling a doctor to make adjustments to the patient.
Vila health employee exhibits a general culture of compliance and unity among the two nurses. They feel that acting on their own would affect the desired quality. This culture prompts the two nurses to co
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