Concurrent Session #3: Emotional

Intelligence: An Essential Skill for

the Health Care Leader

Speaker: Dan C. Ellis, Ph.D.

Saturday, July 9

9:15 – 10:25 a.m.

Lake Osakis

Dan Ellis, Ph.D.

Dan Ellis has worked in the fields of education, human services and health care for the past 42

years. After completing his Ph.D. in adult education, Dan directed a counselor training program

at the University of Nebraska. For several years, Dan served as an agency counselor and then

maintained a private practice as well. Dan has authored three books and several journal articles

in the field of substance abuse. In 1991 Dan went back to school and completed his MHA at the

University of Minnesota. From that time on Dan has served in the CEO role in hospitals in Iowa

and Nebraska. Since 2010 until his retirement in November of 2014, Dan has served as the

CEO for Coteau des Prairies Health Care System in Sisseton, South Dakota.

Dan is a lifetime fellow with the American College of Healthcare Executives.

Dan is an adjunct faculty member teaching in the health care administration master’s program at

the University of Sioux Falls and Bellevue University.

Dan is prepared to offer consultation in the areas of strategic planning, executive coaching and

leadership training. Dan is affiliated with the consulting firm Sumption and Wyland of Sioux

Falls.

Dan and his wife of 30 years have raised 7 children.

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Emotional IntelligenceA Prerequisite for Leadership

Dan Ellis, PhD, FACHE

MHA Summer Trustee Conference

July 9,2016

Objectives

• Understand the foundational work which

helped to create a knowledge set for

Emotional Intelligence.

• Describe a particular Emotional

Intelligence model & measurable

competencies

• How do these competencies apply to

effective leadership?

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How does conventional intelligence (IQ) differ

from Emotional Intelligence (EI)?

“Intelligence has traditionally been defined as the capacity to

understand, learn, recall, think rationally, solve problems

and apply what one has learned” (Kaplan and Sadock,

1991).

This capacity has been measured by cognitive intelligence,

or “IQ” (Intelligence Quotient) tests.

The Wechsler Adult Intelligence Scale (Wechsler, 1939) is still today a widely used instrument for measuring IQ.

Wechsler later broadened his concept of IQ to include as the, “aggregate or global capacity of the individual to act purposefully, to think rationally and to deal effectively with his (her) environment” (Wechsler, 1958).

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In the early 1980s another psychologist, Reuven Bar-On, began studying why some individuals were able to be more successful in life.

This work led to the development of the Bar-On

EQ-I instrument in 1994. The instrument’s

development resulted from an exhaustive study of multiple factors influencing emotional intelligence among over 10,000 subjects (Bar-On, 1997).

This evolution in the understanding of Emotional Intelligence has led to this commonly accepted definition:

“…a set of emotional and social skills that influence the way we perceive and express ourselves, develop and maintain social relationships, cope with challenges, and use emotional information in an effective and meaningful way” (Multi-Health Systems, 2011).

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Over the span of 20 years there has been

an explosion of publications on EI. An

early book that popularized the concept of

EI was, Emotional Intelligence: Why it

can matter more than IQ. By Daniel

Goleman, 1995.

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“Understanding and working with other people’s emotions while understanding and managing your own emotional responses requires emotional intelligence. The most effective leaders have a deeper understanding of their emotions” (Dye and Garman, 2006).

Intellectual intelligence (IQ) and Emotional

Intelligence (EI) working together.

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Self Perception

• Self Regard - confidence

• Self – Actualization - continuous

development

• Emotional Self – Awareness -

understanding my emotions

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Self – Expression

• Emotional Expression – saying how you

feel

• Assertiveness – standing up for yourself

effectively

• Independence – standing on your own

two feet

Interpersonal

• Interpersonal Relationships – develop

and maintain good relationships

• Empathy – recognizing and appreciating

how others feel

• Social Responsibility – contributing to

society

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Decision Making

• Problem Solving – effectively managing

emotions when solving problems

• Reality Testing – seeing things as they

really are

• Impulse Control – ability to resist or delay

impulses

Stress Management

• Flexibility – adapting to change effectively

• Stress Tolerance – successfully coping

with stressful situations

• Optimism – having a positive outlook

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EI Competencies and Leadership

“Healthcare leaders must understand the

value and critical importance of delivering

an emotionally and behaviorally intelligent

style of leadership to ensure that their staff

feel empowered and supported as they

work through and implement some of the

greatest changes in the delivery of

healthcare…” (Delmatoff & Lazarus, 2014).

The age of Transformational Leadership

• Motivate others to perform

• Empower subordiantes

• Manage own emotions

• Self confidence to take action

(Bass & Avolio, 1997)

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Evidence linking EI and leadership.

Numerous studies have found strong

correlations. Two examples:

Harms, P.D., & Crede,M. (2010). Journal of Leadership

and Organizational Studies.

Martins, A., Ramalho, N., & Morin, E. (2010).

Personality and Individual Differences.

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Measuring Emotional Intelligence

Many measures of “emotional intelligence” exist. The gold standard is the EQ-i 2.0 (Multi-health

Systems, 2011).

EQ-I 2.0 is an extension of the original work by Ruven Bar-On and has been normed on a cross section of 4,000 subjects. This instrument has strong validity and reliability. Recently a new norm group of successful leaders has been added.

Leader Selection and Evaluation

Although new to the healthcare field, intellectual and emotional selection assessments are common in other industries.

Internal periodic evaluations can be enhanced by adding an emotional intelligence assessment for the individual executive, as well as conducting a 360 degree assessment.

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References

Arbinger Institute. Leadership and Self Deception. Berrett-Koehler

Publishers, Inc. second edition. 2010.

Bar-On, R. (1997). EQ-i technical manual. Toronto, Canada: Multi-

Health Systems, Inc.

Bass, B. M., & Avolio, B. J. (1997). Full range leadership development:

Manual for the Multifactor Leadership Questionnaire. Palo Alto, CA:

Mind Garden, Inc.

Delmatoff, J. and Lazarus, I., (2014). The Most Effective Leadership

Style for the New Landscape of Healthcare. Journal of Healthcare

Management. Vol. 59, Number 4, 2014.

Dye, C., & Garman, A. Exceptional Leadership: 16 Competencies for

Healthcare Executives. Healthcare Administration Press, 2006.

Goleman, D. Emotional Intelligence: Why it can matter more than IQ.

Bantam Books, 1995.

Goleman, D.The Hidden Drivers of Excellence. Harper/Collins,2013.

Reference (cont.)

Harms, P.D., & Crede, M. (2010). Emotional intelligence and

transformational and transactional leadership: A meta-analysis.

Journal of Leadership and Organizational Studies, 17(1), 5-17.

Kaplan, H. I., &Sadock, B.J. Synopsis of psychiatry (6th ed.). Baltimore,

MD: Williams and Wilkins, 1991

Martins, A., Ramalho, N., & Morin, E. (2010). A comprehensive meta-

analysis of the relationship between emotional intelligence and

health. Personality and Individual Differences, 49(6), 554-564.

Multi-Health Systems (2011). Toronto, ON, Canada.

Wechsler, D. The measurement of adult intelligence. Baltimore:

Williams and Wilkins, 1939.

Wechsler, D. The measurement and appraisal of adult intelligence, 4th

ed. Baltimore: Williams and Wilkins, 1958.

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Thank You!

818 S. Hawthorne Avenue

Sioux Falls, South Dakota 57104-4537

(605) 336-0244 or (888) 4-SUMPTION

dan@sumptionandwyland.com