Emotional intelligence and leadership in healthcare and dentistry.

The impact of emotional intelligence in health care professionals on caring behaviour towards patients in clinical and long-term care settings: Findings from an integrative review

Emotional Intelligence: Leadership Essentials for Chest Medicine Professionals

Emotional intelligence can help managers to effectively deal with conflicts in the workplace. However, the correlation between conflict management styles and emotional intelligence has not been fully conceptualized. To examine the impact of demographic variables and emotional intelligence on conflict management styles among nurse managers from Jordan. A descriptive correlational design was used. A sample of 248 nurse managers completed the study. The integrating style was the most commonly used style among Jordanian nursing managers, while the least frequently used style was the dominating style. Conflict management styles significantly differed according to hospital type and years of experience. There were significant relationships between emotional intelligence and conflict management styles, but the direction of this relationship is not fully consistent with previous literature. Educating nursing managers about emotional intelligence may improve their abilities to manage conflicts in the workplace. However, cultural factors might have a role in determining the conflict management style used by managers. An analysis of the relationship between emotional intelligence and conflict management styles can assist management in initiating a tailor-training program to improve abilities to manage conflict.

To define and clarify the concept of emotional intelligence in healthcare leadership. Walker and Avant's concept analysis model. The study was conducted using Walker and Avant's concept analysis model. In the search of the relevant literature, the Joanna Briggs Institute's methodology and search protocol for scoping reviews were applied. Searches were conducted in May 2023 with no time or geographical limits on Scopus, CINAHL, ProQuest, the Web of Science, Medic and Mednar and 42 studies were included. The data were analysed using narrative synthesis by categorising results using the steps of concept analysis. Concept analysis identified defining attributes of emotional intelligence in healthcare leadership, including leadership qualities, management competencies, and sets of leadership styles which were related to supportive and transformational leadership behaviour. The antecedents were socio-demographic factors, well-being, and workplace resources. Finally, employee-, manager-, organisation- and patient-related consequences were identified, such as the well-being of both employees and managers, organisational performance and patient care quality. Emotional intelligence in healthcare leadership contributes to better performing organisations, as emotionally capable leaders can inspire and empower their employees. Holistic management of organisational duties and people-oriented leadership is a crucial resource in healthcare organisations. Well-being and workplace resources can be vitally important for leaders to manifest emotional intelligence in their work. Emotional intelligence can contribute to efficient leadership behaviour and have positive outcomes at the employee, manager, organisation and patient levels. Therefore, emotional intelligence should be addressed in leadership education, training programmes and recruitment procedures. Finally, policymakers should be encouraged to acknowledge the role of sufficient resources in health care to ensure effective leadership. Emotional intelligence is a widely studied concept in the healthcare field. However, thorough conceptualisation regarding emotional intelligence in healthcare leadership has been lacking. Conceptualising this phenomenon was therefore outlined, providing a deeper understanding of the concept. The findings can be utilised in healthcare leadership development and research. N/A. No patient or public contribution.

This study aimed to examine the relationship between emotional intelligence and prosocial behavior among students at SMA Negeri 1 Taman. A quantitative correlational approach was employed, with a sample of 290 students selected using stratified random sampling from the total population of 1,118 students. Data collection involved psychological scales, and Spearman's rho was used for data analysis. The results revealed a significant correlation (p < 0.05) between emotional intelligence and prosocial behavior among the students, with a correlation coefficient of 0.951, indicating a strong positive correlation. The majority of students demonstrated high levels of both emotional intelligence (57.6%) and prosocial behavior (60.3%). These findings suggest that an increase in emotional intelligence positively influences prosocial behavior, while a decrease in emotional intelligence leads to a decline in prosocial behavior. The implications of this research provide a basis for understanding students' emotional intelligence and prosocial behavior levels, allowing for interventions to enhance emotional intelligence and maximize prosocial behavior. Future studies should consider increasing the sample size and exploring additional factors, such as mood, genetic factors, situational influences, and personality, which may impact prosocial behavior. Highlight: Significant correlation: The study establishes a significant correlation between emotional intelligence and prosocial behavior among high school students, indicating a strong positive relationship. Impact of emotional intelligence: Higher levels of emotional intelligence contribute to an increase in prosocial behavior, while a decrease in emotional intelligence leads to a decline in prosocial behavior. Implications for intervention: The findings provide a basis for developing interventions to enhance students' emotional intelligence and maximize their prosocial behavior. Strategies such as organizing study groups and fostering empathy towards the environment can be implemented to improve emotional intelligence. keyword: Emotional Intelligence, Prosocial Behavior, High School Students, Correlation, Quantitative Study

Introduction: Artificial intelligence has rapidly gained importance as a transformative force in healthcare, influencing not only clinical processes but also management practices, leadership models, and strategic decision-making. This review explores the evolving role of AI in health management, focusing on its impact on institutional transformation, leadership paradigms, and strategic orientations. Methods: This article adopts a narrative literature review approach to synthesize recent theoretical and empirical studies on artificial intelligence and leadership in healthcare. Peer-reviewed studies published between 2017 and 2025 were identified through databases such as PubMed, Scopus, and Web of Science, using keywords including "artificial intelligence in healthcare," "healthcare leadership," "digital transformation," and "strategic management in healthcare." Studies were selected based on their relevance to AI's role in organizational change and leadership development in health systems. Results: The reviewed literature identifies three major themes: (1) the integration of AI in healthcare operations, including resource allocation, patient flow management, and crisis response; (2) the transformation of leadership styles from hierarchical to data-driven, agile, and ethically responsible models; and (3) the strategic positioning of AI in fostering sustainable, inclusive, and future-oriented organizational cultures. These findings suggest a shift in leadership expectations from operational control to strategic vision and ethical AI governance. Conclusion: AI is reshaping health management by enabling leaders to develop strategic foresight, support evidence-based decision-making, and drive digital transformation. The success of AI integration depends not only on technological adoption but also on ethical frameworks, organizational learning, and leadership vision. Future healthcare leaders should combine digital competencies and emotional intelligence with a human-centered approach to leadership.

The present study empirically investigated the impact of trait emotional intelligence (EI) on managerial effectiveness and the moderating effects of the Big-Five personality dimensions on the relationship between trait EI and managerial effectiveness. Using purposive sampling, data were collected through a structured questionnaire from 100 practicing physicians and superintendent nurses working at three hospitals in the capital city. Factor analysis, correlation, and regression were used to analyze the data. Statistical tests indicated that all variables were significant at 5% level of significance. Results revealed that trait EI indeed predicts managerial effectiveness, while the sociality dimension of trait EI dominated in predicting managerial effectiveness. The moderating effects of the Big-Five personality dimensions were also confirmed. Amongst the Big-Five, agreeableness showed the strongest moderating effect. The study provides human resource practitioners with useful insights relating to this phenomenon enabling them to strategize to enhance managerial effectiveness. It also contributes to the existing body of research by providing evidence for the predictive validity of trait emotional intelligence for managerial effectiveness, and for the moderating effect of the Big-Five personality dimensions on this relationship. Importantly, this study has extended the trait emotional intelligence model and personality interaction into Pakistan with reference to managerial effectiveness. Key words: Trait emotional intelligence, personality, Big-Five, managerial effectiveness, sociability, emotionality, well-being, self-control, Pakistan.

Emotional Intelligence (EI) 's impact on individuals' performance is a topic of interest among academics and is being utilized to explain its richness in professional and social connections. Meanwhile, work-life has been a crucial discussed topic among researchers and a focus of exploration across countries and spectrums. However, individual performance, as defined in this conceptual exploration in terms of emotional intelligence, has an impact on an individual's response to changes in workload, organizational commitment, and work engagement; where the term work-life balance is used to explain the impact of an individual's emotional intelligence on maintaining balance among personal life, family domains, and work domain. Although such studies have focused on the relationship among specific factors, there is limited research on how effective leadership is moderating these variables. This study, therefore, proposes a more comprehensiveness through Bar-On's model, ability model, and expectancy theory to expand and clarify the relationship between the variables and moderator. This paper claims that emotional intelligence is crucially nested in leadership, individual work performance, and the balance between work-life. Hence, the study proposed a theoretical framework that bridges EI with individual performance and work-life balance, where leadership is moderating all those variables.

PurposeConstruction enterprises are achieving the goal of production safety by increasingly focusing on the critical factor of “human” and the impact of individual characteristics on safety performance. Emotional intelligence is categorized into three models: skill-based, trait-based and emotional learning systems. However, the mechanism of action and the internal relationship between emotional intelligence and safety performance must be further studied. This study intends to examine the internal mechanism of emotional intelligence on safety performance in construction projects, which would contribute to the safety management of construction enterprises.Design/methodology/approachA structural equation model exploring the relationship between emotional intelligence and safety performance is developed, with political skill introduced as an independent dimension, situational awareness presented as a mediator, and management safety commitment introduced as a moderator. Data were collected by a random questionnaire and analyzed by SPSS 24.0 and AMOS 26.0. The structural equation model tested the mediation hypothesis, and the PROCESS macro program tested the moderated mediation hypothesis.FindingsThe results showed that construction workers' emotional intelligence directly correlates with safety performance, and situational awareness plays a mediating role in the relationship between emotional intelligence and the safety performance of construction workers. Management safety commitment weakens the positive predictive relationships between emotional intelligence and situational awareness and between emotional intelligence and safety performance.Originality/valueThis research reveals a possible impact of emotional intelligence on safety performance. Adding political skills to the skill-based model of emotional intelligence received a test pass. Political skill measures the sincere and cooperative skills of construction workers. Using people as a critical element plays a role in the benign mechanism of “Emotional Intelligence – Situational Awareness – Safety Performance.” Improving emotional intelligence skills through training, enhancing situational awareness, understanding, anticipation and coordination and activating management environment factors can improve safety performance. Construction enterprises should evaluate and train workers' emotional intelligence to improve workers' situational awareness and safety performance.

The present study has measured the impact of emotional intelligence and occupational stress on clinical anger among university faculty members. The objectives of the present study are to (i) study relationship among emotional intelligence, occupational stress and clinical anger in faculty members of universities (ii) find out the impact of emotional intelligence and occupational stress on clinical anger (iii) find out gender differences in emotional intelligence, occupational stress and clinical anger. The sample comprised of 200 faculty members including both males (n=100), and females (n=100),with age range between 35-55 years.Only those participants were selected who held at least Masters degree. Emotional Intelligence Scale (Wong & Law, 2002), Occupational Stress Index (Belkic, 2003) and Clinical anger scale(Snell, Gum, Shuck, Mosley, & Hite, 1995) were selected to measure the emotional intelligence, occupational stress and clinical anger respectively. Correlation, regression and independent samples t-test were applied to for data analyses. Results showed significant negative relationship between emotional intelligence and clinical anger. Results also revealed significant positive relationship between occupational stress and clinical anger. Emotional intelligence and occupational stress emerged as significant predictors of clinical anger. Findings of gender differences revealed that females had more occupational stress than males. Moreover, emotional intelligence was more in females than males. Better plans, considering emotional Intelligence, occupational Stress and clinical anger could be developed to reduce stress level for the psychological, physical, emotional health and wellbeing of university faculty members.

Passion in today's health care leaders is essential as health care organizations face increasing demands for survival. Leaders in health care have been educated, selected, promoted, and retained based on their analytical and creativity skills. Today's health care leaders must also have emotional intelligence. Emotional intelligence is primal for passion. Emotional intelligence, which leads to passion, is crucial to the survivability of today's health care organizations. In order for health care organizations to go from good to great, the leader must inspire followers through passion. This article encourages health care leaders to gain awareness of emotional intelligence and to use emotional intelligence as part of their leadership to inspire passion. Through passion, leaders and followers become more motivated to accomplish the health care mission of serving others.

Objectives. The present research had two main objectives. The first was to examine the impact of emotional intelligence and aspects of spiritual intelligence on life satisfaction among emerging adults in high-income countries. The second objective was to study the interactions between the variables. Methods. First, we used predictive analysis to examine the impact of emotional and spiritual intelligences on life satisfaction beyond that accounted for by gender and by anxiety and depression. Second, we studied the interactions between the variables measured by means of decision-tree analysis. Results. Personal meaning production emerged as the primary determining factor of life satisfaction. In addition, the participants with both personal meaning production and emotional intelligence above a certain threshold had the highest average scores on life satisfaction. Conclusions. The results suggest that further research on emerging adults should investigate the critical issue of identity development, specifically regarding the impact of spiritual and emotional intelligence.

Area of the Study As a significant determinant of job performance of an employee, this study discusses the impact of emotional intelligence on employee job performance. There is an empirical and knowledge gap in the Sri Lankan context on the relationship between emotional intelligence and job performance of employees and its impact. Problem of the Study The main objective of this research study is to identify the relationship between emotional intelligence and job performance of banking employees in commercial banks in the Central province, Sri Lanka. The research problem of this study is: Is therea relationship between emotional intelligence and job performance of banking employees in commercial banks in central province of Sri Lanka? Method of the Study The data were collected from a randomly selected sample of 200 banking assistants in selected commercial banks in Central Province and used a structured questionnaire, which indicate the statements of emotional intelligence and job performance with 5 points Likert scale. The data were analyzed using SPSS computer package and it included the univariate and bivariate analyses. Findings of the Study The finding at the end of the study was that there is a significant positive impact of emotional intelligence on employee job performance. Also, it was proved that there is a significant strong positive relationship between Emotional Intelligence (EI) dimensions and job performance. As per the regression analysis, emotional intelligence has an impact of 67.4% on job performance. Conclusion of the Study It is concluded that there is a significant positive impact on emotional intelligence and employee job performance. In addition, dimensions of EI (self-awareness, self-management, social awareness and relationship management) have a positive impact on job performance of the sample. When recruiting management trainees the EI is to be used as a tool of selection and EI programme is to be developed as an intervention to ensure the higher performance in this sector. Keywords: Emotional Intelligence, Job Performance

When leaders in healthcare organizations are asked, What's the one word that best characterizes the impact of the Affordable Care Act (ACA) on the U.S. healthcare delivery most will answer Change. And when midto lowerlevel employees in those same organizations are asked to describe the one thing they dislike or fear most about the ACA, they, too, say Change. As if they are not already challenged by implementing the ACA, today's healthcare leaders are faced with the challenge of overcoming staffs resistance to change. Furthermore, too many leaders do not understand just how change resistant many of employees are, although these employees are the very people who will be charged with implementing the tremendous changes the ACA will require.Some leaders have tried to persuade staff that surviving healthcare reform is the latest burning platform threatening the prosperity and security of organizations. But they generally find that change management challenges, such as ACA implementation, do not come with a one-size-fits-all solution or that staff do not view the ACA as their problem.WHAT'S A LEADER TO DO?Changes in every aspect of healthcare delivery-from reimbursement to quality control to elimination of wasteful and inefficient practices-are having a tremendous impact on the U.S. healthcare delivery system, with many more changes to come. But the impact of all of these changes on the people who will be implementing them may get overlooked in all the haste for compliance. Add to the mix the initial rocky launch of the reform law and uncertainty regarding its sustainability, and the suggestion that a profound shift is ahead could easily be regarded as an understatement.People at every level of provider organizations are stressed, confused, and bewildered by the blizzard of changes occurring, and many-perhaps most-are ill suited to absorb these changes, and the organizational dysfunction that will likely accompany them, easily or gracefully. The result is a growing insecurity, anxiety, and outright resistance among these workers, leading to a demoralized workforce and compromised compliance.Healthcare leaders must understand the value and critical importance of delivering an emotionally and behaviorally intelligent style of leadership to ensure that staff feel empowered and supported as they work through and implement some of the greatest changes in the delivery of healthcare in this country since the introduction of Medicare. For many leaders, maintaining the status quo in leadership style simply will not get the job done.WHY EMOTIONALLY AND BEHAVIORALLY INTELLIGENT LEADERSHIP?In 2003, the Harvard Business Review examined data supporting emotional intelligence. In that article, it stated that:In hard times, the soft stuff goes away. But emotional intelligence, it turns out, isn't so soft. If emotional obliviousness jeopardizes your ability to perform, fend off aggressors or be compassionate in a crisis, no amount of attention to the bottom line will protect your career. Emotional intelligence isn't a luxury you can dispense with in tough times. It's a basic tool that, deployed with finesse, is the key to professional success.While some leaders may deem the subject of emotional intelligence to be too squishy for any practical value in leading people, enlightened leaders in business, industry, and even the military are finding strong value and return on investment in not just understanding emotional intelligence but incorporating it into leadership style.A study by the Center for Creative Leadership (2010) reported that the need to improve skills in leading employees and work teams was a top priority among senior healthcare leaders. However, those same leaders indicated that such skills-including self-awareness-were rated the lowest of those regularly demonstrated by leaders in healthcare.In his book Primal Leadership, Daniel Goleman (2002, p. …

Emotional intelligence (EI) can become a vital tool for resolving clinical conflicts (CC) in surgery. The postgraduate residents focus on the technical skills and undermine the soft skills required for their better training. Our aim was to determine the EI of postgraduate resident (PGR) years one & two in General and Orthopedic Surgery. The CC in their workplace and how they use their EI to resolve these conflicts. This mixed-method study was conducted from March 10, 2019 to May 28, 2020 at Departments of General and Orthopedic Surgery, Mayo Hospital, Lahore. The study was conducted in two phases 1 & 2. In Phase-1, one hundred PGR years one & two were administered the Mayor-Salovey-Caruso Emotional Intelligence test (MSCEIT) to measure EI. In phase-2, semi-structured in-depth interviews of 10 PGRs five with high and five with low EI were conducted to determine the CC and use of EI to resolve the CC at the workplace. A thematic analysis was done. Out of 100 PGR, the mean EI score was 46.25±14.8 with a maximum score of 75.4, and a minimum score of 18.16 (p-value =0.775). Ninety-one (91%) have not improving EI, and 09 (09%) have considered developing EI. Five themes in four settings, including emergency, ward, elective operation theatre, and outpatient department (OPD) were determined. The emerged themes for the CC were nepotism, gender biases, burnout, lack of professionalism, and toxic culture. The following were CC management strategies: self-study, deceit, gender affinity, performing attention-attaining work, aggrieved reaction and being disgruntled when alone. None of the PGR was emotionally intelligent in overall grades, as well as a particular aspect of MSCEIT.