Emotional Intelligence and Role-Modeling Nursing's Soft Skills

2021 ◽  
Vol 38 (4) ◽  
pp. 240-243
Author(s):  
Kristen N. Kaiafas
2020 ◽  
Vol 11 ◽  
pp. 215013272090627
Author(s):  
Yasen Dimitrov ◽  
Tanja Vazova

The article presents the results of the preliminary survey and pilot application of the methodological toolkit for the improvement of certain competencies, which are part of the soft skills of professionals in the long-term care sector in Bulgaria. Based on the survey the authors define 2 target competencies, namely conflict management and empathic interaction. These skills are considered a part of the scope of emotional intelligence and its constituent dimensions and authors use Daniel Goleman’s ability-based model as a base for their conceptual frame and theoretical explanations. In order to present their thesis, the authors perform a soft skill analysis of the long-term care sector; define the construct emotional intelligence and justify their choice of a theoretical model for the subsequent survey. On this basis, they develop a training design for the development of these skills and present the results achieved through its pilot application. The study includes 62 participants randomly divided into a test and control groups. The level of targeted skills is measured (before and after) and the authors report a significant increase in those skills (empathic interaction, net effect 1.87; conflict management, net effect 1.75). In conclusion, the authors open a discussion on the importance of emotional management as an essential part of any profession related to health care and underline its importance for the quality of caregiving services.


2020 ◽  
Vol 5 (12) ◽  
pp. 121-127
Author(s):  
Vijayalakshmi

Emotional Intelligence (EI) also known as Emotional Quotient (EQ) is one of the hot topics among Teachers and learners. Emotional Intelligence (EI) has had a huge impact on management since Daniel Goleman (1995) published his book popular book on EI for a wider audience. From fairly humble beginnings. EI has come into its own as one of the most popular psychological concepts of the last decade. EI has been used by some as an umbrella term that comprises elements such as ‘soft skills’, ‘people skills’, and a general ability to cope with life’s demands.


2021 ◽  
Vol 8 (1) ◽  
pp. 112-124
Author(s):  
Micheline Sleiman Semaan ◽  
Jana Pierre Abdallah Bassil ◽  
Pascale Salameh

Abstract Objectives The main objective of this study is to assess the effect of soft skills and emotional intelligence on burnout among health-care professionals in Lebanon. Materials and methods A cross-sectional study was conducted among health-care professionals working all over Lebanon for a period of 3 months starting from March till June 2021. In total, 324 out of 345 contacted health-care professionals responded. The survey was anonymous and administered via social networks as a link to an electronic form. The study included general sociodemographic questions and validated scales to measure emotional intelligence (Trait Meta-Mood Scale [TMMS-24]), burnout (Maslach Burnout Inventory for Health Services Survey [MBI-HSS]), and soft skills. Results Higher burnout was associated with lower soft skills (β = −0.137). Job satisfaction was negatively associated with burnout (β = −8.064). Nurses had higher burnout levels than dentists, radiologists, midwives, nutritionists, psychotherapists, and speech therapists (β = −4.595). Also, people working in Baalbek, Akkar, Beqaa, North and South had lower burnout levels compared to those working in Beirut (β = −9.015). As for emotional intelligence, no statistically significant association was found with burnout (P = 0.116). Conclusion This study showed that soft skills and emotional intelligence can affect job burnout. Additional research should be conducted in order to support our findings.


2021 ◽  
Vol 5 (1) ◽  
pp. 138-145
Author(s):  
Brooke Spencer ◽  
Katerina Tori ◽  
Robert Campbell

We reflect on a grassroots partnership to create a new sophomore seminar, “Precision medicine or privileged medicine?” The course puts students in the driver’s seat to explore problems with inclusiveness and quality of biomedical research. It also emphasizes the relevance of “soft skills”, such as emotional intelligence, to build trust, understand inequities and involve patients as partners to improve research.   After developing the course, we felt our experience could interest students and faculty interested in pedagogical co-design, especially where this is not supported by a specific initiative. Ours was a multi-year partnership spearheaded by a sophomore, a senior and a volunteer adjunct associate professor. While we made important use of existing university programs, there was no umbrella initiative or overall sponsor to support student-faculty partnerships from first ideas through new course implementation.  This meant we operated with both uncertainty and creativity regarding process, continuity and funding.   In this essay we reflect on experiences that formed and facilitated our partnership, from our first conversations through course approval.  We look at how our partnership became one of pedagogical co-design and shaped an inclusive, real-world problem-oriented course for undergraduates. Our reflections may help students interested in teaching and course development looking to develop relationships with faculty members in which they feel heard and valued. Furthermore, we hope to encourage faculty members looking to create a course that prioritizes student experience, goals, and feedback, through development of collaborative and mutually beneficial partnerships with undergraduates. 


Author(s):  
Eugene Kaluzniacky

Considerable attention has recently been focused on the area of “emotional intelligence” (EI) in business administration circles as well as in IT management. Often, it is being suggested that IT workers need the “soft skills” of emotional literacy, especially when dealing with users and co-workers. However, how can one develop this “emotional intelligence”? What might be its various components? Moreover, to what degree and how might IT management get involved to try to move its IT organization on the EI path? Such issues are discussed in this chapter.


2017 ◽  
Vol 17 (1) ◽  
pp. 20-45
Author(s):  
Peter Vincent Livesey

As projects grow in size and complexity the sizes of teams needed to manage them also increases. This places greater emphasis on the need for the project manager to develop people management skills, commonly called soft skills, of which emotional intelligence (EI) has been recognised as an important component. The objective of this research was to investigate the relevance of the Goleman-Boyatzis model of EI in dealing with the problems in large projects identified via a literature review. To achieve this end, a Delphi study using project managers who had been involved in the management of projects in excess of $500 million was used. The responses from the Delphi panel were analysed and the results showed that the competencies contained in the Goleman-Boyatzis model had a relevance of 95% or greater to the problems presented to the panel. A ranking of the various competencies contained within the model was also developed, some competencies being found to be more important than others. By confirming the importance of emotional intelligence, as described by the model, this research adds to the understanding of the necessary skills needed by a project manager to successfully manage large projects. 


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