Concurrent Session #3: Emotional Intelligence: An Essential Skill for the Health Care Leader

Transcription

1 Concurrent Session #3: Emotional Intelligence: An Essential Skill for the Health Care Leader Speaker: Dan C. Ellis, Ph.D. Saturday, July 9 9:15 10:25 a.m. Lake Osakis

2 Dan Ellis, Ph.D. Dan Ellis has worked in the fields of education, human services and health care for the past 42 years. After completing his Ph.D. in adult education, Dan directed a counselor training program at the University of Nebraska. For several years, Dan served as an agency counselor and then maintained a private practice as well. Dan has authored three books and several journal articles in the field of substance abuse. In 1991 Dan went back to school and completed his MHA at the University of Minnesota. From that time on Dan has served in the CEO role in hospitals in Iowa and Nebraska. Since 2010 until his retirement in November of 2014, Dan has served as the CEO for Coteau des Prairies Health Care System in Sisseton, South Dakota. Dan is a lifetime fellow with the American College of Healthcare Executives. Dan is an adjunct faculty member teaching in the health care administration master s program at the University of Sioux Falls and Bellevue University. Dan is prepared to offer consultation in the areas of strategic planning, executive coaching and leadership training. Dan is affiliated with the consulting firm Sumption and Wyland of Sioux Falls. Dan and his wife of 30 years have raised 7 children.

3 Emotional Intelligence A Prerequisite for Leadership Dan Ellis, PhD, FACHE MHA Summer Trustee Conference July 9,2016 Objectives Understand the foundational work which helped to create a knowledge set for Emotional Intelligence. Describe a particular Emotional Intelligence model & measurable competencies How do these competencies apply to effective leadership? 1

4 How does conventional intelligence (IQ) differ from Emotional Intelligence (EI)? Intelligence has traditionally been defined as the capacity to understand, learn, recall, think rationally, solve problems and apply what one has learned (Kaplan and Sadock, 1991). This capacity has been measured by cognitive intelligence, or IQ (Intelligence Quotient) tests. The Wechsler Adult Intelligence Scale (Wechsler, 1939) is still today a widely used instrument for measuring IQ. Wechsler later broadened his concept of IQ to include as the, aggregate or global capacity of the individual to act purposefully, to think rationally and to deal effectively with his (her) environment (Wechsler, 1958). 2

5 In the early 1980s another psychologist, Reuven Bar-On, began studying why some individuals were able to be more successful in life. This work led to the development of the Bar-On EQ-I instrument in The instrument s development resulted from an exhaustive study of multiple factors influencing emotional intelligence among over 10,000 subjects (Bar-On, 1997). This evolution in the understanding of Emotional Intelligence has led to this commonly accepted definition: a set of emotional and social skills that influence the way we perceive and express ourselves, develop and maintain social relationships, cope with challenges, and use emotional information in an effective and meaningful way (Multi-Health Systems, 2011). 3

6 Over the span of 20 years there has been an explosion of publications on EI. An early book that popularized the concept of EI was, Emotional Intelligence: Why it can matter more than IQ. By Daniel Goleman,

7 Understanding and working with other people s emotions while understanding and managing your own emotional responses requires emotional intelligence. The most effective leaders have a deeper understanding of their emotions (Dye and Garman, 2006). Intellectual intelligence (IQ) and Emotional Intelligence (EI) working together. 5

8 Self Perception Self Regard - confidence Self Actualization - continuous development Emotional Self Awareness - understanding my emotions 6

9 Self Expression Emotional Expression saying how you feel Assertiveness standing up for yourself effectively Independence standing on your own two feet Interpersonal Interpersonal Relationships develop and maintain good relationships Empathy recognizing and appreciating how others feel Social Responsibility contributing to society 7

10 Decision Making Problem Solving effectively managing emotions when solving problems Reality Testing seeing things as they really are Impulse Control ability to resist or delay impulses Stress Management Flexibility adapting to change effectively Stress Tolerance successfully coping with stressful situations Optimism having a positive outlook 8

11 EI Competencies and Leadership Healthcare leaders must understand the value and critical importance of delivering an emotionally and behaviorally intelligent style of leadership to ensure that their staff feel empowered and supported as they work through and implement some of the greatest changes in the delivery of healthcare (Delmatoff & Lazarus, 2014). The age of Transformational Leadership Motivate others to perform Empower subordiantes Manage own emotions Self confidence to take action (Bass & Avolio, 1997) 9

12 Evidence linking EI and leadership. Numerous studies have found strong correlations. Two examples: Harms, P.D., & Crede,M. (2010). Journal of Leadership and Organizational Studies. Martins, A., Ramalho, N., & Morin, E. (2010). Personality and Individual Differences. 10

13 Measuring Emotional Intelligence Many measures of emotional intelligence exist. The gold standard is the EQ-i 2.0 (Multi-health Systems, 2011). EQ-I 2.0 is an extension of the original work by Ruven Bar-On and has been normed on a cross section of 4,000 subjects. This instrument has strong validity and reliability. Recently a new norm group of successful leaders has been added. Leader Selection and Evaluation Although new to the healthcare field, intellectual and emotional selection assessments are common in other industries. Internal periodic evaluations can be enhanced by adding an emotional intelligence assessment for the individual executive, as well as conducting a 360 degree assessment. 11

14 References Arbinger Institute. Leadership and Self Deception. Berrett-Koehler Publishers, Inc. second edition Bar-On, R. (1997). EQ-i technical manual. Toronto, Canada: Multi- Health Systems, Inc. Bass, B. M., & Avolio, B. J. (1997). Full range leadership development: Manual for the Multifactor Leadership Questionnaire. Palo Alto, CA: Mind Garden, Inc. Delmatoff, J. and Lazarus, I., (2014). The Most Effective Leadership Style for the New Landscape of Healthcare. Journal of Healthcare Management. Vol. 59, Number 4, Dye, C., & Garman, A. Exceptional Leadership: 16 Competencies for Healthcare Executives. Healthcare Administration Press, Goleman, D. Emotional Intelligence: Why it can matter more than IQ. Bantam Books, Goleman, D.The Hidden Drivers of Excellence. Harper/Collins,2013. Reference (cont.) Harms, P.D., & Crede, M. (2010). Emotional intelligence and transformational and transactional leadership: A meta-analysis. Journal of Leadership and Organizational Studies, 17(1), Kaplan, H. I., &Sadock, B.J. Synopsis of psychiatry (6 th ed.). Baltimore, MD: Williams and Wilkins, 1991 Martins, A., Ramalho, N., & Morin, E. (2010). A comprehensive metaanalysis of the relationship between emotional intelligence and health. Personality and Individual Differences, 49(6), Multi-Health Systems (2011). Toronto, ON, Canada. Wechsler, D. The measurement of adult intelligence. Baltimore: Williams and Wilkins, Wechsler, D. The measurement and appraisal of adult intelligence, 4 th ed. Baltimore: Williams and Wilkins,

15 Thank You! 818 S. Hawthorne Avenue Sioux Falls, South Dakota (605) or (888) 4-SUMPTION 13