AbstractEmotionally intelligent leaders demonstrate a sensitivity to their own and other people's psychological health and well-being, directing others towards common goals while developing effective personal relationships with their colleagues and team members. Emotional intelligence is particularly relevant in the context of the coronavirus disease 2019 pandemic, where nurse leaders need to demonstrate this skill when supporting their teams to manage high levels of stress, exhaustion and the risk of moral injury. This article explores emotional intelligence, discusses its importance as a characteristic of effective nurse leaders and managers, and suggests practical activities that leaders can undertake to develop their emotional intelligence skills. [Abstract copyright: © 2021 RCN Publishing Company Ltd. All rights reserved. Not to be copied, transmitted or recorded in any way, in whole or part, without prior permission of the publishers.]
CitationNursing standard (Royal College of Nursing (Great Britain) : 1987)
DescriptionFrom PubMed via Jisc Publications Router
History: accepted 2021-06-28
Publication status: aheadofprint
Showing items related by title, author, creator and subject.
Infusing ethics into Leadership Learning & DevelopmentWall, Tony; University of Chester (Routledge, 2018-03-09)Whether or not ethics is explicitly covered in leadership learning and development activity, every intervention has the potential to reinforce or disrupt ethical values, standards and behaviours. How it is organised, how it is delivered, what it covers, what it excludes, and who is involved, all contribute to the learning of being an ethical leader. This chapter considers subtle but key considerations in designing leadership learning and development towards ethics. It also highlights cutting-edge research and practice of how to re-orient the content, delivery, assessment, and evaluation, towards infusing greater connectedness and collectiveness in leadership learning and development.
Sustainable leadership and its implications for the further education sector,Lambert, Steve; University of HullThe purpose of this article is to review the models of sustainable leadership which are currently available in the compulsory sector to establish whether the models are appropriate for post-compulsory education, and in particular for general further education colleges. Due to the complexities of the environment in which further education colleges operate, models of sustainable leadership have not been applied to this sector. In order to achieve this, leadership challenges for further education will be explored and the sector’s responses to these will be considered. Many of these challenges are based on government pressure for efficiency and effectiveness savings, and so will be contextualised in a new managerial framework. The article then goes on to examine current models of sustainable leadership, looking at whether they are applicable for general further education colleges. Should they not be appropriate, then a suggested model will be put forward which draws on the transferable components for existing models with additions which are appropriate to the post-compulsory sector.
A multi-dimensional approach to principalshipLambert, Steve; University of BedfordshireIn the last two decades, principalship within further education has moved from being the chief academic officer to one which has bought about the combination of the chief executive element with the academic role, imposing greater demands and levels of accountability on the postholder. In light of these changes, it is appropriate to ask what is known about the nature of the role and how individuals can be encouraged to aspire to principalship. This paper considers what principals themselves perceive the role to involve and looks at existing literature on the way in which the principalship can be categorised. Relatively little has been written on the role of principals within further education colleges, yet at a time when Frearson (2005), Hargreave and Fink (2006) and Davies and Davies (2011) are debating the 'timebomb' within educational leadership more needs to be understood about the nature of the role if individuals are to develop into the next generation of college leaders.