ABSTRACT
OBJECTIVE: The objective of this study was to describe the changes in behaviors as reported by nursing leaders following participation in a leadership development program (LDP). BACKGROUND: There is a scarcity of research examining changes in leadership behaviors following LDP participation. A growing body of literature links critical behaviors and traits to outcomes among nurse managers and executives. Literature supports that leadership behaviors can be learned in educational programs if the environment is right and if the talent and capacity are present. METHODS: Focus groups and online responses were guided by a structured interview protocol to elicit responses from the participants of the behavioral changes that have occurred in them as a result of their participation in an LDP. RESULTS: Seven themes describing leadership behaviors were identified. These self-reported behaviors were present 5 to 9 months after completion of the LDP.
Subject(s)
Awareness , Interprofessional Relations , Leadership , Nurse Administrators/education , Adult , Female , Focus Groups , Humans , Male , Middle Aged , Nurse Administrators/organization & administration , Nursing Administration Research , Nursing Education Research , Nursing Evaluation Research , Professional CompetenceSubject(s)
Bombs , Emergency Service, Hospital , Nurse Administrators/psychology , Sports , Terrorism , Boston , Humans , Leadership , Motivation , Nursing Staff, Hospital/psychologyABSTRACT
Explore the relatively new concepts of emotional labor and emotional intelligence, and review leadership strategies that draw from these elements.
Subject(s)
Emotions , Intelligence , Interprofessional Relations , Leadership , Nurse Administrators/psychology , Nursing Staff/psychology , Attitude of Health Personnel , Empathy , Humans , Job Satisfaction , Models, Psychological , Nursing Staff/supply & distribution , Nursing, Supervisory/organization & administration , Personnel Management/methods , Personnel Turnover , Problem Solving , Professional Competence/standards , Self-AssessmentABSTRACT
Emotional intelligence is being touted in the popular literature as an important characteristic for successful leaders. However, caution needs to be exercised regarding the connection between emotional intelligence and workplace success. The author contrasts 2 current models of emotional intelligence, the measurements being used, and the ability of emotional intelligence to predict success. Implications for the workplace are discussed.
