Outstanding leaders, whether in health care or any other context, are able to develop what can be described as resonant relationships with others.1 They do this by creating a positive emotional tone in their interactions, and also by making genuine, authentic connections with others. These resonant leaders create an environment where others are highly engaged, making them willing and able to contribute with their full potential. Leaders who fail to do either of these things, particularly those who create a negative emotional tone in their interactions and who are completely out of sync with the individuals whom they lead, create a toxic organizational environment. These dissonant leaders often drive out an organization’s best talent and tend to get mere compliance rather than true commitment from those individuals who choose to remain with the organization.
Emotionally intelligent leaders are aware of and understand their emotions and the emotions of others. They are also very adept at managing their emotions and effectively influencing the emotional tone of the interactions that they have with others. These behaviors or competencies fall into the areas of self-awareness, self-management, social awareness, and relationship management.2 Leaders who display the emotional intelligence competencies associated with these 4 areas tend to naturally create resonant relationships with others.
Considerable research has shown connections between emotional intelligence and individual and organizational performance.3 Specifically in the health-care arena, an extensive review of related research studies shows that physician emotional intelligence is positively related to a number of important outcomes including teamwork and communication skills, compassionate and empathetic patient care, and the quality of the doctor–patient relationship.4
Being emotionally intelligent also contributes to a leader’s ability to lead in a variety of ways. It helps them develop a broad repertoire of leadership styles. Leaders who are able to tune in to the dynamics of a particular environment, and also the needs of the specific individuals within that environment, are then able to adjust their leadership approach accordingly.
Resonant leadership and emotional intelligence are things that can be learned and developed. Doing so requires an intentional choice and subsequent commitment to development, however, on the part of the leader.
Footnotes
Presented at the American Council of Academic Plastic Surgeons Spring Retreat, May 19, 2016, New York, N.Y.
Disclosure: The author has no financial interest to declare in relation to the content of this article. The Article Processing Charge for this abstract was paid for by the American Council of Academic Plastic Surgeons.
ACAPS: PRS Global Open proudly publishes the abstract and proceedings from the American Council of Academic Plastic Surgeons (ACAPS) Spring Retreat meeting that was held in the Sheraton New York Times Square Hotel, New York, NY on May 19, 2016.
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