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High emotional intelligence (EI) is more important than high intelligence for healthcare leaders.
Position Paper Information:
- Follow APA 7 format for all aspects of the paper: title page, in-text citations, references, etc.
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- You must use Level 1 section headings: Introduction, Background, 3 Opposing Arguments, Supporting Arguments, and Conclusion. You must also use Level 2 headings for each arguments in order to more clearly separate and identify them.
- Clearly give your thesis statement in a concise manner in your introduction.
- Explain the background of the issue that gives a rationale for the topic being debatable. This section must include contemporary and historical information, relevant data and appropriate citations. The background should include:
- Terminology related to your issue
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Projected Date by which you will have fully completed this section of the paper (if item is completed, write DONE)
Position Paper Topic
EI: One of the Core Healthcare Leadership Qualities
Position Paper Question
How does emotional intelligence impact healthcare leadership?
High emotional intelligence is more important than high intelligence for healthcare leaders.
Main idea/goal for Introduction
Explain how EI should be one the core qualities in healthcare leaders and how it impacts the work relationship/culture and patient experience in healthcare. Also, talk about good IQ level in being an asset to leaders. EI VS INTELIGENCE
Main idea/goal for Background
What is emotional intelligence? History, origins, purpose, features etc.
What is IQ? How it relates to EI and leadership styles?
How are they different and same?
Main idea/goal for Opposing Arguments
· A good IQ is necessary for leading other people (situations, conflicts etc)
· IQ is important for task-oriented leaders who are focused only on achieving results.
· Intelligence is important for job performance, success, cognitive abilities in workplace etc.
Main idea/goal for Supporting Arguments
· Share examples or evidence of effective communication through EI. Too high of an IQ might prevent one from a collaborative work relationship/environment and negatively affect leadership
· Share examples or evidence of building relationships, reducing team stress, defusing work-related conflict, and improving job satisfaction through EI
· Share evidence/studies etc. How patient care is impacted through this? Patient satisfaction/experience.
Main idea/goal for Conclusion
EI is more effective than high IQ in leaders.
High Emotional Intelligence vs. High Intelligence for Healthcare Leaders
According to research, emotional intelligence is the aptitude to comprehend and manage
emotions (Reshetnikov et al., 2020). On the other hand, high intelligence refers to the distinctly
exceptional artistic or intellectual abilities or creative power. Practical experience and knowledge
will remain fundamental factors in establishing better talent healthcare. However, emotional
intelligence is an instrumental social skill successful healthcare leaders who have to interact
productively with teams, colleagues, patients, the community, and administrators should have to
provide quality patient care effectively (Cavaness, Picchioni, & Fleshman 2020). While high
emotional intelligence and high intelligence are fundamental factors in establishing a better
healthcare, high emotional intelligence is more important than high intelligence for healthcare
leaders to provide a high-quality healthcare.
Different studies show that notwithstanding first-class professional training, a high
intelligence, and different creative personal aptitudes, a high emotional intelligence is certainly a
vital condition for competent leadership. The most essential among the qualities an adept leader
must essentially have is emotional intelligence. According to Reshetnikov et al. (2020), emotional
intelligence contributes to approximately eighty percent to a person’s success, while intelligence
only contributes to twenty percent. The degree of emotional intelligence will be contingent on an
individual can act toward oneself and others predetermining his or her professional success.
Therefore, a high emotional intelligence equals a high professional leadership success.
According to Cavaness, Picchioni, & Fleshman (2020), Daniel Goleman, a renowned
researcher, the difference between an exceptional leaders and a good one lies not in their technical
writing in the
skills nor education, but in the degree of improvement of emotional intelligence. Additionally,
characterized by a combination of five skills, which enable healthcare leaders to attain the most
effective leadership, not only from them, but also from their subordinates. Additionally, Goleman’s
research reveals that when the top leader of an organization has the required degree of emotional
intelligence, there is a record of higher yearly performance indicators of all the units within the
organization. Consequently, to develop and improve models of effective management activities, it
is vital to focus on studying the degree of emotional intelligence of future healthcare leaders as
early as possible.
Initially, high intelligence was used as the gold standard to predict successful leadership.
However, Goleman’s emotional intelligence theoretical construct supported the thought that there
is more at risk with emotional intelligence than mere intelligence. Besides, Goleman discovered
that despite determination, intelligence, vision, and toughness are required for organization’s
success, hut more is needed (Goleman, 2020). Effective leaders are known to have a high level of
emotional intelligence, including motivation, social skill, self-regulation, self-awareness, and
empathy. On the other hand, leaders with low emotional intelligence are habitually resistant to
change, critical, demanding, passive, and confrontational. They can influence poor internal
alignment and cause a reduction in staff commitment and productivity.
Studies show that the personality of a leader, the overall workplace conditions, and the
quality traits of employees affects their effective leadership. More importantly, these studies record
that health leadership comprise comprehending and communicating with a large variety of people
in several distinct situations and not just concentrating on their work results and rational processes.
Following this perception, the point that emotional intelligence has played a fundamental role to
effect in leadership becomes one of the key traits of leaders (Prezerakos, 2018). In addition,
Prezerakos (2018) study imply that emotional intelligence is an essential tool for nurse leaders,
which directly influence the success of effective healthcare management. The nature of the
healthcare profession itself needs healthcare professionals to be emotionally intelligent to act in
response to their diverse duties.
Emotional intelligence is a high-level skill contributing to the effective patient-centered
care. More precisely, emotional intelligence is a vital virtue when it comes to healthcare
management functions in the hands of healthcare leaders who must be prepared with necessary
skills to effectively meet the increasing contemporary healthcare system demands. In addition,
management skills, including establishing trust relationships, bargaining resources, formulating
evidence-based decisions, and inspiring partnership development, need a robust foundation of
recognizing, utilizing, comprehending, and handling feelings. According to an analysis conducted
by Prezerakos (2018), emotional intelligence is related to the implementation of transformational
Transformational leaders have a high capability to comprehend, control, and handle
emotions, which contributes conclusively to the development of resultant skills in their followers.
Healthcare leaders exuding transformational leadership with high emotional intelligence are highly
proactive, empowers their teams, improve patient satisfaction with the care provided, employees’
well-being in the workplace, and positively influences to pay further effort on the part of
subordinates, job satisfaction and efficiency (Kim & Kim, 2017). Improved emotional skills of
healthcare leaders and subordinates are contributory to attaining a healthy work environment,
reinforcing organizational commitment, improving job satisfaction, and improving healthcare
providers’ well-being in the workplace.
most of the background needs to be
re-done–it needs to be neutral and not in
support of your thesis. It should just be
general info about emotional
intelligence–how this term developed,
how it is measured, what does it mean.
Also you could talk about leadership traits
Critical Thinking, Decision-Making, Quality of Care, and Work Environment
Emotional intelligence is a vital quality for leaders as it helps them to effectively meet the
increasing demands assigned to the healthcare system and expectations on healthcare providers.
Healthcare leaders are needed to address several clinical demands at the same time while
addressing other managerial responsibilities and offering assistance to their teams. Emotional
intelligence is an essential skill for healthcare leaders since it improves their effectiveness in
managing themselves and their teams (Prezerakos, 2018). It is highly valuable for a healthcare
team if the leaders have high emotional intelligence since it prompts critical thinking and decision-
making regarding providing high-quality patient care while bearing in mind the patient’s
High emotional intelligence is associated with reduced chronic stress, burnout, reduced
staff turnover, positive work-life balance, improved job performance, and increased job
satisfaction, eventually supporting the delivery of excellent patient care. Furthermore, healthcare
leaders with high emotional intelligence are more liable to have improved communication skill,
which is vital in encouraging team collaboration, reduce misunderstanding, decrease medical
errors, and improve patient outcomes.
In stressful work environments, high intelligence cannot enable one to handle stress, which
can be handled effectively by high emotional intelligence. The healthcare system is a stressful
environment because it is evolving and multifaceted and managing the stress of managing change
here is a skill that healthcare leaders must accept. High emotional intelligence proves to be more
predictive of high performance, stress management, and reduced stress in the stressful healthcare
environment (Goleman, 2020). Healthcare leaders with high intelligence will utilize their
intelligence to solve the challenges they are facing within the organization where they might lose
their minds trying to solve problems that are not ending.
Healthcare leaders with high emotional intelligence have a vital skill high intelligent people
might be lacking, i.e., self-management. Self-management is the capability of highly emotional
intelligent people to remain calm when faced with stressful environments and their emotions are
running high, which enables them to adapt to the environment and remain productive.
Additionally, self-management enables healthcare leaders with high emotional intelligence to
control their emotions, capabilities, and inner resources, which aids in cultivating adaptability
(Cavaness, Picchioni, & Fleshman, 2020). Healthcare leaders with good self-management are
instruments of change because they do not fear risking or losing control. Consequently, these
leaders have strong problem-solving skills and incorporates innovative solutions. High emotional
intelligence enables healthcare leaders to establish healthy boundaries, which will not burn
Self-awareness is a crucial characteristic of a great leader. It enables leaders to know their
values, needs, personality, emotions, and habits, and how they influence their actions and other
people’s actions (HFMA, 2017). These leaders are able to manage their stress, make informed
decisions, and even lead others to do the same. Self-awareness is another element of emotional
intelligence, which enables leaders to be aware of their emotions. High emotional intelligence
enables healthcare leaders to acknowledge their strengths and weaknesses, name their emotions,
and still possess a strong sense of self-worth. Besides, they can offer valuable mentorship and
coaching for others, and diplomatically manage conflicts.
Self-awareness enables healthcare leaders to positively influence the finances of the
organization they are working with. Better performing healthcare organizations tend to have more
self-aware healthcare leaders who make informed decisions and are conscious of how their
leadership affects the company’s future outcomes (Goleman, 2020). Self-awareness also allows
healthcare leaders to be practical in their expectations. Motivating a team to work toward growth
and meeting goals is a characteristic of a self-aware leader and high emotional intelligence enables
these leaders to know how to balance what they require their team to achieve with their creativity.
Moreover, high emotional intelligent leaders are able to make a lasting emotional
connection with their employees. These leaders have social skills, a component of emotional
intelligence. These are the skills highly emotional intelligent leaders require to effectively
influence and handle other people’s emotions. Healthcare leaders can establish trust with
healthcare professionals by actively listening and staying engaged. In addition, high emotional
intelligence enables healthcare leaders to be proactive regarding stressors, which could be affecting
the staff’s mental health (Goleman, 2020). They ensure their healthcare providers feel seen,
supported, and listened with an intention. Socially skilled healthcare leaders are acclimatize at
handling, a demonstration of self-regulation, self-awareness, and empathy.
Another vital thing that comes with emotional intelligence is motivation. Healthcare
leaders with high emotional intelligence are constantly doing their best to improve in their
positions and fervent acceptance of challenges. Motivational leaders motivates their teams with
passion and enthusiasm. Besides, they make their employees feel appreciated by learning about
their priorities, needs, and strength and investing time (Shore, Schaeffer, & Tsao, 2018).
High emotional intelligence enables healthcare leaders to recognize the worth of hard work
and encourage their teams’ potential via meaningful goals and challenges. High emotionally
intelligent healthcare leaders are passionate about attaining their goals and are not motivated by
rewards like prestige and money, but by achieving what they plan to do (HFMA, 2017).
Motivation enables these leaders to work diligently amidst challenges, ask questions regarding how
things should be done, and exploring novel methods for improving themselves and others.
High emotional intelligence enables healthcare leaders to self-regulate their emotions.
Without emotional intelligence, emotions can drive a person who cannot do anything. However,
individuals who have high emotional intelligence can self-regulate their emotions enabling them to
prevent their emotions from controlling their actions and words (Goleman, 2020). Anyone who is
highly intelligent but lacks emotional intelligence can act on their feelings whenever they have a
bad mood and impulses and such people can create disruptions, havoc, and a long-lasting negative
feeling everywhere around them. Such people can allow their thoughts to overrule their emotions.
Individuals who can self-regulate are capable of waiting until their emotions pass letting them to
act in response from a place of reason, instead of just reacting to feelings.
Empathy is another component of emotional intelligence that makes high emotional
intelligence to be more important than high intelligence. Individuals with high emotional
intelligence are empathetic and are conscious about other people’s feelings as they consider these
feelings in their actions and words (Cavaness, Picchioni, & Fleshman, 2020). Empathy enables
healthcare leaders to make decisions, predict the effects of their actions and decisions on main
audiences, and plan accordingly. A leader who is not empathetic cannot establish a team or nurture
a novel generation of leaders.
High intelligence without empathy does not motivate followers or bring about loyalty. On
the other hand, empathy causes leaders to build a more engaged, loyal, and productive team by
making them feel valued, esteemed, and supported. When a healthcare leader demonstrates
empathy, healthcare providers will be willing to put in more effort to provide safe and high-quality
healthcare, thus increasing their productivity (Weiszbrod, 2020). Empathy also enables leaders to
foster collaboration, which is vital in the healthcare system. Healthcare providers will collaborate
in a work environment with an empathetic leader because they can safely express their ideas and
thoughts, thus improving healthcare outcomes.
Healthcare leaders with high emotional intelligence encourages and fosters empathy in
their subordinates, which ensures they achieve a patient-centered care. They can also train their
workforce how to read emotions as they offer other people’s needs including patients and
colleagues. Transformation is more likely if healthcare leaders share experience with their
workforce and comprehend that everyone is working together towards achieving the organization’s
goals (Prezerakos, 2018).
High emotional intelligence improves organization’s culture. Organizations discourse how
prodigious their culture is, nonetheless without emotional intelligence, what is thought of, as an
organization culture might be different from what employees feel. Good leadership is always about
establishing a relationship with employees, and a successful leadership flourishes in a group
culture with high level of trust and openness (Weiszbrod, 2020). Healthcare leaders with high
emotional intelligence fosters open communication and stronger relationships that makes the
organization move closer to the culture it likely wants to attain.
Highly emotional intelligent healthcare leaders can establish a well-organized healthcare
setting that can lead to high productivity. In addition, high emotional intelligent healthcare leaders
directly influences the work environment culture by how they influence the behaviors of other
healthcare providers (Beydler, 2017). For example, emotionally intelligent healthcare leaders
usually accept their mistakes, which is vital in creating cohesiveness among healthcare providers
and building trust. This makes unit healthcare staff to work more comfortably and feel comfortable
communicating with leaders who influences their behaviors by admitting mistakes they made,
which can result in excellent communication for every healthcare provider during a period when
the healthcare leadership has gone through a major change.
The ever-increasing changes in the healthcare industry are inevitable forcing healthcare
organizations to learn how to survive and maintain their productivity. Healthcare leaders have
robust responsibilities to lead changes successfully in their organizations. Nonetheless, the process
of change involves emotions since no one would like to give up the comfort connected to status
quo or give up what they value most (Issah, 2018). Notwithstanding, leaders have no choice but to
succeed in the midst of these problems and among them are the emotions of individuals the change
will affect. Therefore, high emotional intelligence in leadership is vital in handling the change
Change usually involves certain kind of emotions because many people like comfort.
Nevertheless, change interrupts the comfort establishing a situation full of anxiety and insecurity
among those receiving change. Since high emotionally intelligent leaders establishes an
environment typified by communication freedom making it a conducive environment to introduce
change to the organization (Issah, 2018). Emotional intelligence leadership is critical in adopting
changes in the healthcare environment and ensuring that the change does not affect the employees
nor the productivity of the organization. In a case of change, high emotional intelligence is more
important than high intelligence, which are considered as less significant. Besides, for a healthcare
leader to succeed in reflecting on experiences, establishing relationships, understanding
environmental cues, and connecting with employees.
High emotion intelligence enables healthcare leaders to improve the organization’s
effectiveness by responding to healthcare workforce who are afraid of change by being empathetic.
Besides, only emotionally intelligent leaders can comprehend, recognize, and handle their
subordinates’ emotions and their own emotions. According to Issah (2018), individuals who have
acquired emotionally intelligent-related skills utilize their emotions, moods, and that of others to
inspire them to acclimatize the preferred behaviors, which are essential skills and abilities
healthcare leaders need to facilitate change successfully.
Therefore, emotionally intelligent healthcare leaders can facilitate change effectively and
handle the emotions involved in the change process. High emotional intelligence enables
healthcare leaders to recognize the talents required to establish a winning team, and the capability
to conquer the resistance to change. High emotional intelligence is the most fundamental
component leading to increase motivation, moral, teamwork, conducive work environment, and
cooperation (Issah, 2018). Subsequently, emotionally intelligent healthcare leaders can identify the
motives of healthcare professionals, act properly by offering the necessary tools, and support that
will motivate them to attain excellence.
The aptitude to concentrate on the task and people is one of the primary traits in the
healthcare providers’ profession, who are primarily focused on humans. Healthcare leaders utilizes
strategies, such as preserving humanistic orientation, changing from the humanistic focus to
focusing on workers labor performance, and attempting to conserve both kinds of behavior when
managing healthcare organizations (Reshetnikov et al., 2020).
In a healthcare organization where task-oriented behavior influences the workers’ labor
performance more, the people-oriented behavior is more mirrored in the gratification of
subordinates with their work. In this case, the best option is to utilize an adaptable management
style. Therefore, the aptitude of a leader to concentrate on the task is directly associated with a
component of emotional intelligence, such as acknowledgement of the emotions of others and
emotional awareness (HFMA, 2017).
Exceptional and consistent performance are only manifested in persistence, endurance,
social perseverance, and courage. Emotional management is significant in achieving exceptional
and consistent activity because in the presence of high intelligence, absence of high emotional
intelligence, and situations of emotional stress, it is not possible to achieve exceptional and
consistent performance (Reshetnikov et al., 2020).
Finally, a healthcare leader with high emotional intelligence is more likely to manage a
healthcare organization effectively by utilizing effective motivational mechanisms focused on
establishing the congruence of the team’s personal tasks and the healthcare organization itself. The
healthcare leader also has the capacity to tackle the healthcare industry’s global challenges,
including the people’s most urgent needs influenced by their demographic and social position, and
Planning and Strategizing
Being a successful leader within the healthcare system means one is able to listen to
subordinates and ensure team input. In this case, high intelligence becomes more important.
Intelligent leaders do not only strive to understand how to ensure work is accomplished but also
comprehend how other team members are willing to plan and strategize appropriately (Weiszbrod,
2020). High intelligence allows healthcare leaders to evaluate the opinions others give and
theoretically puts them into the plan to establish if they fit in. healthcare leaders are expected to
provide progressively more efficient adapted quality care, while at the same time managing issues
affecting the healthcare industry.
In providing high-quality healthcare services, high intellectual intelligence is paramount.
Analytical skills and cognitive abilities measures the level of a person’s intelligence, which
determines their competency in the position they are working. High intelligence gives a healthcare
leader the capability to unravel complex, practical challenges, to learn and understand required
knowledge and skills (Shore, Schaeffer, & Tsao, 2018). Besides, appropriate healthcare leaders
have to comprehend the complexities of the healthcare system to guide them and delegate tasks
High intelligence in healthcare leaders improves their subordinates’ capacity to attain
expertise, communicate ideas and thoughts, and solve challenges the organization is facing.
Planning is one the characteristics of an effective leader. In healthcare, planning is important in
achieving the organization’s goals and vision. High intelligent leaders plan ahead of time since
their intelligence allows them to know how particular strategies are going to turn out and adjust
their plans appropriately (Goleman, 2020). Utilizing the skills and knowledge acquired in planning,
high intelligent leaders are able to provide the healthcare organization with a well-written plan that
will ensure the organization is working toward achieving its goals.
High intelligent leaders know how to establish alliances. Not all members of a team are
compatible to work together and they have conflicting philosophies. Intelligent leaders have the
ability to cause different employees to work on the same goal without problems. Being effective
communicators, high intelligent healthcare leaders can help their subordinates having different
philosophies to utilize them to help in achieving the organization’s goals making everyone feel like
their ideas are considered and that they are part of the expected growth (Shore, Schaeffer, & Tsao,
2018). The primary goal of high intelligent leaders is to help team members establish lasting
Creativity and Innovation
Finally, although high emotional intelligence is considered important, it has its downsides
that can affect healthcare leaders’ productivity, healthcare quality, and patient satisfaction. High
emotional intelligence is associated with low degrees of creativity and innovation, traits that are
mostly evident in highly intelligent individuals with low emotional intelligence (Chamorro-
Premuzic & Yearsley, 2017). Additionally, highly emotionally intelligent healthcare leaders have
challenges giving and obtaining undesirable feedback. High emotional intelligence is also an
aversion to risk as highly emotionally intelligent healthcare leaders are more likely to take no risks
and evade bold choices.
While high emotional intelligence and high intelligence are fundamental factors in
establishing a better healthcare, high emotional intelligence is more important than high
intelligence for healthcare leaders to provide a high-quality healthcare. This is because highly
emotionally intelligent healthcare leaders provide effective leadership within the healthcare
organizations they are working. High emotional intelligence enables healthcare leaders to create a
conducive work environment where subordinates can be heard and involved in decision-making
processes that ensures the healthcare organization provides healthcare services that are error-free
and of high quality, thus improving patient satisfaction and safety.
Although high emotional intelligence is important in healthcare leaders, it is also believed
that without high intelligence, a healthcare leader cannot effectively manage a healthcare
Opposing arguments need work
a better argument might
be “industry knowledge” or
organization since intellectual ability is required for planning and managing any organization.
However, the importance of high emotional intelligence supersedes the importance of high
intelligence, therefore, it is important to consider highly emotionally intelligent healthcare leaders
who will effectively lead healthcare providers to provide high-quality healthcare services to
patients. Healthcare administrative should expand their general emotional intelligence
competencies to identify and expect this attribute in leaders and healthcare professionals within
Conclusion is brief
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