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Emotional Intelligence and Leadership


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Human Emotions and Emotional Intelligence (EI)


Emotions are described by Webster's dictionary as:

  •  “a conscious mental reaction subjectively experienced as strong feeling usually directed toward a specific object and typically accompanied by physiological and behavioral changes in the body” (Webster, para. 1, 2025).    


Emotional Intelligence was described by Mayer and Salovey (1997) as:

  •  “the ability to perceive, appraise and express emotion, access and process emotional information, generate feelings, understand emotional knowledge and regulate emotions for emotional and intellectual growth” (p. 10). 



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Psychology Today offers a free EI quiz at the following link:


Healthcare leaders must possess the ability to:

  • Critically think, 

  • Engage in active listening, 

  • Change leadership, 

  • Personal journey disciplines,

  • Emotional intelligence.


Leadership and Emotional Intelligence are key to a successful leader. Goleman, who expanded on emotional intelligence, noted that without it, humans can not fully engage in successful relationships with others, be successful at work, or achieve physical well-being. His research noted that EI was found to be more important than the combination of intelligence and technical skill in relation to the leader's job performance (Roussel et al., 2016). 


Goleman Noted 4 Key Components of EI:


  1. Self-Awareness - the ability to recognize and understand one’s own emotions

  2. Self-Management - under different circumstances, the leader can control and redirect their emotions appropriately

  3. Social Awareness - being able to understand and acknowledge the emotions, thoughts, and perspectives of others

  4. Relationship Management - using emotional understanding to manage interactions and build positive relationships 

(Goleman, 1995)


Research studies have examined the link between EI and leadership. 


  • Svetic et al. (2025) noted in their literature review, through contextual and thematic analysis, that EI was fundamental to the nurse leader’s ability to positively impact staff satisfaction, retention, and quality of care. 

  • Crowne et al. (2017) examined EI and a leadership development education program for nurses working in nursing homes. They found EI training effective in this population. In their literature review, they noted that EI was positively connected to empowerment strategies and effective organizational performance in nurse leaders. 

  • According to Alanazi et al. (2024), bedside nurses with emotional well-being provide superior care and shape positive patient perceptions, mainly due to their self-awareness. They also suggested that nurse leaders incorporate assessing  EI in perspective nurse candidates during the interview process. 


Is a Nurse Leader born with EI, or can they develop their EI abilities? 


Nurses do not need to have an innate level of EI. It is acquired through genetics and socialization, and emotional competency can be developed in various ways. Failure to develop EI, the nurse leader will lack the necessary skill to connect with staff, communicate a sense of purpose, promote change, and foster an engaging and innovative work environment.


Fortunately, nurse leaders at any level can enhance or refine their EI through several practical strategies, including:


Reflective Journaling

Self-Awareness & Emotional Recognition: 

  • What emotions are you feeling right now? Identify and name your emotions, even if they are complex or contradictory. 

  • What triggered these feelings? Reflect on the situation or event that may have triggered your emotional response. 

  • What are your thoughts and feelings related to this situation? Explore the connection between your emotions and your thoughts. 

  • How do these feelings make you react? Observe your behaviors and responses in the face of these emotions. 

  • What are your strengths in handling emotions? Acknowledge your coping mechanisms and resilience. 

  • What are some areas where you struggle with emotional regulation? Identify areas for growth and self-improvement. 


Self-Regulation:

  • How can you manage these emotions more effectively? Explore coping strategies and techniques for regulating your emotions. 

  • What can you do to change your perspective on this situation? Encourage positive self-talk and reframing negative thoughts. 

  • How can you set boundaries to protect your emotional well-being? Consider what boundaries you need to establish in your relationships and daily life. 

  • What habits can you cultivate to improve your mental and emotional health? Reflect on activities that promote self-care and well-being. 


Empathy & Social Skills:

  • How might others be feeling in this situation? Try to understand different perspectives and emotions.

  • How can you show empathy and support to others? Practice being kind and understanding in your interactions with others.

  • How can you improve your communication skills to express your emotions better? Reflect on your communication style and strategies for expressing your feelings.

     

 📝Suggested Practices:

  • Journal daily or weekly for consistency.

  • Use a structured format or free-writing depending on personal style.

  • Revisit past entries to reflect on growth over time.


Meditate Daily/Mindfulness

Quiet reflection through mindful meditation can help one focus on the present moment and observe thoughts and feelings without judgment. It can help one become more aware of their emotional responses and develop the ability to manage them effectively.


Engage in Positive Visualization



Use Appreciative Inquiry

This approach focuses on the strengths and successes of the people and organization to produce positive change and innovation.


Four dimensions to this model guide collaboration and constructive discussions. They include:

  • Discovery

  • Dream

  • Design

  • Destiny


Practice Empathic/Active Listening



Attend a Class on Emotional Intelligence


Participate in a 360-Degree Assessment

A 360-degree assessment collects feedback from various individuals, such as colleagues, peers, supervisors, and direct reports, to provide a comprehensive view of your emotional intelligence and interpersonal effectiveness. When combined with a self-assessment, this tool offers valuable insight into your strengths and areas for growth. It helps you align your self-perception with how others experience your leadership, ultimately supporting more authentic, empathetic, and effective practice.

 (Vitello-Cicciu, 2003; Landry, 2021; Roussel et al., 2017)




In today’s dynamic healthcare environment, technical skills alone are not enough. For nurse leaders, emotional intelligence is a critical asset that enhances communication, strengthens team relationships, and promotes a culture of empathy, resilience, and innovation.


But leadership isn’t limited to those with formal titles. Every nurse, whether at the bedside, in education, administration, or advanced practice, leads through their actions, decisions, and interactions. That’s why developing emotional intelligence is essential for all nurses. It strengthens patient care, supports team collaboration, and creates personal and professional growth opportunities.


Investing in emotional intelligence isn’t just professional development—it’s leadership with purpose.


Call to Action: Start today by reflecting on your emotional responses, engaging in a 360-degree feedback assessment, or beginning a simple journaling practice to increase your self-awareness. Whether you're leading a team or caring for a single patient, small, intentional steps can lead to meaningful growth and a more empowered, impactful nursing career.






References


Alanazi, A., Hadadi, A.I., Hadadi, A., Alanzi S., AlRashidi, T., Alanzi, O., Alanzi M., Hadadi A., Almutairi, N., Alanazi M.O., Alanazi A. A., Alotaibi K., Alenazi, K., Al Moterey, A., & Al-Rashidi. A. (2024). The role of nursing characteristics in enhancing quality of care: A comprehensive review. Journal of International Crisis and Risk Communication Research, 7(9), 1837- 1846.


Crowne, K.A., Young, T.M., Goldman, B., Patterson, B., Krouse A.M., & Proenca, J. (2017). Leading nurses: Emotional intelligence and leadership development effectiveness. Leadership in Health Services, 30(3),1751 - 1879. DOI 10.1108/LHS-12-2015-0055


Goleman, D. (1995). Emotional intelligence: The theory in practice. Basic Books.


Landry, L. (2021). Emotional intelligence skills: What they are & how to develop them. Harvard Business School Online. https://online.hbs.edu/blog/post/emotional-intelligence-skills


Merriam-Webster.com Dictionary, Merriam-Webster, Emotion. https://www.merriam-webster.com/dictionary/emotion. Accessed 14 May. 2025. 


Mayer, J., & Salovey, P. (1997). What is emotional intelligence? In P. Salovey & D. Sluyter (Eds.), Emotional development and emotional intelligence: Educational implications (pp. 1- 31) Basic Books. 


Roussel, L., Thomas., P., & Harris, J. (2017). Management and leadership for nurse administrators (7th ed.). Jones & Bartlett Learning. 


Svetic Cisic, R., Ghadirian, F., Atashzadeh-Shoorideh, F., Miethlich, B., & Gacina, S. (2025).  Insights into the role of emotional intelligence in nursing leadership. Cent Eur J Nurs Midw, 16(1):2127–2144 doi: 10.15452/CEJNM.2025.16.0007


Vitello-Cicciu J. M. (2003). Innovative leadership through emotional intelligence. Nursing Management, 34(10), 28–33. https://doi.org/10.1097/00006247-200310000-00010


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