DQ #2: What is Emotional Intelligence? Describe some examples of ways nurses use emotional intelligence in their care of themselves and/or of patients and families. What is the significance of EI to nurse leadership? Provide a detailed outline of how EI can be used by nurse managers to develop a mentoring and coaching program for nurses within their unit (make sure to provide specific examples using course readings and textbook). Then describe specific strategies by which a nurse leader would utilize EI to foster collegial work relationships and promote a feeling of genuine belonging and community within a healthcare institution that helps the entire facility to promote putting the best needs of the patient first. How would the nurse leader employ EI to bring individuals together and align around a common mission and vision and embrace a set of values aimed at caring for others.
POWERPOINTS TO ACCOMPANY
Nurse Leadership and Management
Foundations for Effective Administration
Joyce J. Fitzpatrick, PhD, MBA, RN, FAAN, FNAP, FAANP(H)
Celeste M. Alfes, DNP, MSN, MBA, RN, CNE, CHSE-A, FAAN
Editors
Chapter 1: Leading in Challenging Times
Angela S. Prestia
© Springer Publishing Company, LLC.
1
Learning Objectives
• Summarize the importance of perpetual readiness.
• Demonstrate understanding of the concept and complexities of courageous caring.
• Experiment with strategies to approach failed predictions and daily challenges.
• Create a mission critical checklist for daily use.
© Springer Publishing Company, LLC.
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Leadership Character in Challenging Times
• The nurse leader readies themself as warrior
• Courageous caring; caring leadership
• A commitment to positive change and forward progress
• Mental and moral fortitude—“guts and nerves”
• Relentless commitment to those served
• Moral character
• Moral courage—willingness to take risk-laden action
• American Nurses Association
– Courageously caring nurse leaders are obligated to preserve the integrity of the profession
– Held to higher level of ethical standards
• Self-care—intentional practice of proper nutrition, hydration, physical and mental rest, exercise, and the expression of
gratitude
• Authentic presence
© Springer Publishing Company, LLC.
3
Authentic Presence
• Three elements of caring leadership comportment:
• How you act (67%)
• How you speak (28%)
• How you look (5%)
Table 1.1. Impactful Messaging
Messaging Type
Definition
Example
Truthful
Verify the facts knowing that they can be
fluid
“As of the end of quarter 1, HCAHPS scores for Nurse
Listened exceeded the target!”
Mindful
Consideration for the composition of the
audience
“I realize the majority of the ICU staff in attendance have over
10 years’ experience in the critical care specialty.”
Relevant
Messages that speak directly to the
individual or audience.
“I want to publicly thank the Emergency Department staff for
their performance during the recent Code Black.”
© Springer Publishing Company, LLC.
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Preparing for Challenges
• Preparedness requires leadership investment
• Self-investment (e.g., advanced degrees, certifications)
• Developing a cache of resources to depend on in anticipation of future needs
• Awareness of political agendas and acknowledgement of political issues will assist in planning for their impact on healthcare
– Economy
– Racial injustice
– Tackling pandemics
– Climate change
(cont.)
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Preparing for Challenges (cont.)
• The courageous caring leader consciously assimilates the aims of global healthcare think tanks
• Institute for Healthcare Improvement (IHI); the Quadruple Aim
• The Future of Nursing 2020–2030
• The nurse leader can proactively plan for challenging times by staying current on technological advances
• Knowledge of IT annual reports
• Participation in conferences
• Weekly/daily updates from the Chief Clinical Officer/Nurse Informaticist
© Springer Publishing Company, LLC.
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Nurse Leadership Mission Critical Checklist
1. Committing to Evidence
• Avoiding emotional decision-making
• Using evidence to ground all practice
2. Preserving Patient Individuality
• Maintaining sight of quality patient care
• Making families and patients a part of nurse leaders’ presence and rounding
• Ensuring processes exist to secure living wills, advance directives
3. Preserving Staff Individuality
• Creating hope in staff, ensuring staff know they are “known and supported”
• Recognizing individuals’ value and contributions
(cont.)
© Springer Publishing Company, LLC.
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Nurse Leadership Mission Critical Checklist (cont.)
4. Improving the Patient Experience—Quality and Safety
• Ensuring safe, effective, quality care
– Individualized and aligned with patient goals
• Providing and sustaining a healthy work environment
• Removing barriers to safe, quality care
– Workplace incivility
– Generational differences
– Lack of utilizing best practices
– Forgetting the centrality of the patient
• Accessing and leveraging data
– Limited access to data limits the nurse leader’s power to effect change
– Data requires reporting transparency
– Requires courageous acceptance of information
(cont.)
© Springer Publishing Company, LLC.
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Nurse Leadership Mission Critical Checklist (cont.)
5. Communication
• Inviting dialogue that is free from negative personal emotion
• Addressing issues that are relevant with examples (data)
• Providing data to support discussion
6. Improving the Staff Experience
• Taking steps to help staff to discover and sustain joy and meaning in work
– Asking “What matters to you…” and not fearing the answer
– Identifying unique impediments to joy in the work within local context
– Encouraging shared responsibility in improving joy in work at all levels of the organization
– Using improvement science to test approaches to improving joy in the workplace
(cont.)
© Springer Publishing Company, LLC.
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Nurse Leadership Mission Critical Checklist (cont.)
7. Healthcare Cost
•
•
Understanding and ensuring organization solvency
– Monies available to provide quality care to the community and meaningful work
Understanding and making decisions related to cost
– Census trends in development of staffing
– Agency staffing usage
– Antibiotic stewardship
– Capital expenditures
– Minor equipment changes
– Technology
– Robust retention strategies
8. Relationship Building
•
Participating in behaviors that build relationships
– Practicing self-care
– Creating space for reflection
– Networking
– Providing and seeking resources for emotional support
© Springer Publishing Company, LLC.
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POWERPOINTS TO ACCOMPANY
Nurse Leadership and Management
Foundations for Effective Administration
Joyce J. Fitzpatrick, PhD, MBA, RN, FAAN, FNAP, FAANP(H)
Celeste M. Alfes, DNP, MSN, MBA, RN, CNE, CHSE-A, FAAN
Editors
Chapter 5: Emotional Intelligence
Mary T. Quinn Griffin and Lauraine Spano-Szekely
© Springer Publishing Company, LLC.
1
Learning Objectives
• Differentiate between the emotional intelligence (EI) models presented.
• Analyze the benefits of EI.
• Design EI programs for effective nurse leaders and teams using the EI domains and competencies.
• Formulate strategies to enhance EI.
© Springer Publishing Company, LLC.
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Terminology and Introduction
• EI: The ability to recognize, understand, and manage one’s own emotions, and others’ feelings and
emotions.
• Critical attribute of high-performing leaders and is associated with a transformational leadership style.
• Evolved into four major elements of EI: self-awareness, self-management, social awareness, and
relational management.
• EI is critical for frontline professional caregivers, and leaders use five practices of exemplary leadership:
•
•
•
•
•
Modeling the way
Challenging the process
Inspiring a shared vision
Enabling other to act
Encouraging the heart
• EI nurse leaders mentor and coach staff; adaptable, inspirational, influential, high performing,
transformational nurse leaders
© Springer Publishing Company, LLC.
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History
• Concept developed in 1990s
• Three major models of EI
• Mayer and Salovey
• Bar-On model of EI
• Goleman–Boyatzis model of EI
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Emotional Intelligence: Goleman and Boyatzis
• Evolved into four major models: self-awareness, self-management, social awareness, and relational
management.
• Self-awareness: How well leader understands themselves through self reflection or formal assessment from peers
• Self-management: Ability of nurse leader to manage their emotions in all situations; leveraging mindfulness; think before
speaking. Avoid saying anything that one will regret.
• Social awareness: Empathy; ability to sense the other person’s emotions and respond to them
• Relational management: Awareness of verbal/nonverbal communication
© Springer Publishing Company, LLC.
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Strategies to Enhance Emotional Intelligence
• Team building social events
• Strengthen trust among team members
• Increase group team identity
• Team members should be rewarded and recognized for achievements
• These activities will further enhance team member engagement and retention; drive positive outcomes
(cont.)
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Strategies to Enhance Emotional Intelligence (cont.)
• Crowne 3-year EI and leadership development education program for nurse leaders working in
nursing homes
• Half of nurse leaders completed the 3-year program
• Positive: Significant relationship between EI and transformational leadership
• Negative: Cost and time commitment of 3-year program is prohibitive
© Springer Publishing Company, LLC.
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Emotional Intelligence:
What Every Nurse Manager Needs to Know
• EI is a learned skill needed for effective leadership.
• High EI is linked to transformational leadership style.
• High EI is associated with high performance.
• Leadership skills for nurse managers need to include EI and transformational leadership.
© Springer Publishing Company, LLC.
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Emotional Intelligence:
What Every Nurse Executive Needs to Know
• Nurse Executives must possess EI characteristics to manage relationships.
• Utilize EI skills to have a voice to shape the future of nursing locally and nationally
• It is important for nurse executives to not only have high levels of technical competence and IQ,
which are important for task accomplishment, but to have EI competence, which govern how we
relate to others.
© Springer Publishing Company, LLC.
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Summary
• Emotionally intelligence nurse leaders are:
•
•
•
•
•
Adaptable
Inspirational
Influential
High performing
Transformational
• Emotionally intelligence nurse leaders have the ability to far exceed expectations in their professional
and personal lives and are consistently ahead of the curve.
© Springer Publishing Company, LLC.
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POWERPOINTS TO ACCOMPANY
Nurse Leadership and Management
Foundations for Effective Administration
Joyce J. Fitzpatrick, PhD, MBA, RN, FAAN, FNAP, FAANP(H)
Celeste M. Alfes, DNP, MSN, MBA, RN, CNE, CHSE-A, FAAN
Editors
Chapter 4: The Importance of Relationships
Mary Beth Modic and Amy Windover
© Springer Publishing Company, LLC.
1
Learning Objectives
• Summarize the relationship between “sense of belonging” and the development of flourishing
relationships.
• Assess the impact of person-centered, strength-based, empathic language on relationships.
• Evaluate behaviors that nurture relationships.
• Plan rituals that foster communities of caregivers.
© Springer Publishing Company, LLC.
2
Introduction
• Nurses work diligently to foster relationships with patients, colleagues, and communities they serve.
• Relationships are supportive, affirming, and nurturing.
• Leaders are challenged to create communities.
© Springer Publishing Company, LLC.
3
Belonging
• Nurse leaders have a role in nurturing a flourishing community
• A community’s core values must be clearly articulated and embraced by its members
• Shared values attract people to an organization
• Critical behavior that indicates a sense of belonging:
• Exchange of help—not only in offering help but displaying comfort with requesting it
• Behaviors that support a sense of belonging:
• Listening, collaborating, strong work ethics
• Soft skills: Behaviors, personality traits, and work habits that help individuals flourish at work
• Impeding behaviors:
• Organizational change, lack of cooperation, lack of communication
• Impeding behaviors can be overcome by soft skills
© Springer Publishing Company, LLC.
4
Maslow’s Hierarchy of Needs
• All behaviors are predicated on needs (Maslow)
•
•
•
•
•
Physiological
Safety and security
Love and belonging
Self-esteem
Self-actualization
• Radha Agrawal (2018) suggested that Maslow’s Hierarchy be updated to reflect four major needs:
•
•
•
•
Basic human needs
Physical and mental well-being
Purpose
Joy
• Peplau
• Nurses and patients pass through three phases to experience a therapeutic relationship: Orientation, working, and
termination
• The new nurse to a unit or to a leadership team goes through similar phases
Agrawal, R. (2018). Belonging. Workman Publishing.
© Springer Publishing Company, LLC.
5
Multigenerational Workforce
• Traditionalist, Boomers, Generation X, Millennials, and Gen Z
• Baby boomers are the largest generation in the workforce
• 500,000 nurses will retire by 2022, including 75% of nurse leaders
• Millennials will represent 75% of workforce by 2025
• Connected through digital technology since infancy
• Most interested in community building and fostering sense of belonging
• Diversity, equity, and inclusion (DEI)
• Belonging for everyone
• Gender identities, preferred pronouns
• Workforce should reflect the composition of society at large
© Springer Publishing Company, LLC.
6
Professional Citizenship
• Membership in professional nursing organizations
• Expands professional relationships and current networks
• Impacts patient outcomes
• Promotes collegiality with nurses outside of one’s organization
• “Ubunto” means “I am because you are”
• Popularized by Nelson Mandela and Archbishop Desmond Tutu
• Represents the principles of caring and belonging
– The organization is recognized as a community filled with deep relationships
– The good of all an organization’s members should be recognized
– All members of the community thrive
© Springer Publishing Company, LLC.
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Language: Most Powerful Form of Communication
• Person-centered, strength-based language
• Strength-based vocabulary heals and empowers
• Empathic language
• S.A.V.E.:
– Support
– Acknowledge
– Validate
– Emotion naming
• The language of apology
• Apologies are necessary to repair and preserve collegial relationship
• Lazare’s four components of an effective apology
© Springer Publishing Company, LLC.
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Feedforward
• Rather than debriefing about a performance or decision, feedforward concentrates on solutions for the
future
• By using feedforward language and concepts, the leader can explore growth opportunities for the future
• REPAIR
•
•
•
•
•
•
Recognize talent
Expand possibilities
Is particular
Is authentic
Has impact
Refines group dynamics
© Springer Publishing Company, LLC.
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Rituals to Foster Belonging and Community
• Check-ins
• Provide a safe place to briefly connect with people on a personal or emotional level
• Deliberate process to elicit meaningful responses
• Settling practices
• Mindfulness meditation
• Grounding (bringing in awareness to the five senses)
• Warm-up activities
•
•
•
•
Polarities
Spectragrams
Locograms
Step-in circles
(cont.)
© Springer Publishing Company, LLC.
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Rituals to Foster Belonging and Community (cont.)
• Minute Matrix (like speed dating)
• Stepping stones (promotes self-reflection)
• Inside scoop (sharing personal aspects)
• “If you knew me”
• Team charters
• Align everyone in dialogue about what success would look like if the team worked optimally
• The Failure Bow
• Public acknowledgment of failure followed by validation and support
© Springer Publishing Company, LLC.
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Nurturing Behaviors
• Be present
• Listen
• Express empathy
• Apologize
• Forgive
• Break bread together
• Express gratitude
• Give gifts
© Springer Publishing Company, LLC.
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POWERPOINTS TO ACCOMPANY
Nurse Leadership and Management
Foundations for Effective Administration
Joyce J. Fitzpatrick, PhD, MBA, RN, FAAN, FNAP, FAANP(H)
Celeste M. Alfes, DNP, MSN, MBA, RN, CNE, CHSE-A, FAAN
Editors
Chapter 6: Relationship-Based Leadership
Theories
Rosanne Raso and Rae Jean Hemway
© Springer Publishing Company, LLC.
1
Learning Objectives
• Compare relationship-based leadership theories including outcomes and measurement.
• Apply relationship-based leadership principles to case scenarios in nursing professional practice.
• Differentiate relationship-based leadership from traditional leadership theories and models.
• Construct relational leader development strategies for future applications.
© Springer Publishing Company, LLC.
2
Terminology
• Authentic Leadership: Emphasizes a leader’s transparency, genuineness, honesty, self-awareness, and moral
courage within the workplace
• Authentic Nurse Leadership: Adds altruism/caring to the authentic leadership definition
• Emotional Intelligence: Ability to recognize and manage one’s emotions and recognize and influence the
emotions of others
• Engagement: Emotional state where individuals feel passionate, enthusiastic, and dedicated to their work
• Followership: The capacity or willingness to follow a leader
(cont.)
© Springer Publishing Company, LLC.
3
Terminology (cont.)
• Healthy Work Environment: A practice environment that promotes staff engagement and positive outcomes for
patients and nurses
• Human-Centered Leadership: A nursing leadership theory that puts people first, recognizing the importance of
the leader’s needs such as self-care, self-compassion, self-awareness, and mindfulness
• Laissez-faire Leadership: Characterized by nonparticipation from the leader, a hands-off approach
• Relational Leadership: Embodies an inclusive and positive leadership philosophy, creating a culture where
people feel empowered and supported, bringing innovation, belonging, collaboration, and diversity of thought
(cont.)
© Springer Publishing Company, LLC.
4
Terminology (cont.)
• Resonant Leadership: Founded on emotional intelligence, whereby managers exhibit self-awareness, selfmanagement, social awareness, and relationship management
• Servant Leadership: A “people-first” approach manifested through one-on-one prioritizing of follower needs and
interests, and concern for others within the organization and the larger community
• Transactional Leadership: Focuses on the role of supervision, group performance, and specific tasks
• Transformational Leadership: Focuses on leader behaviors that create a vision for change and inspire and
influence followers to perform at higher levels
© Springer Publishing Company, LLC.
5
Introduction
• True relational leaders have solid attributes such as shared decision-making and purposefulness that
result in effective leadership and outcomes.
• Relational leaders develop trusting relationships with their followers to influence behavior, as reflected in
the American Organization of Nursing Leadership (AONL) nurse executive and manager competencies.
• Development of related competencies is a lifelong journey of professional growth at every level and is
foundational to demonstration of this type of leadership.
© Springer Publishing Company, LLC.
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Relational Leadership
• Leadership styles based on relationships and social connections
• Relationship-based leadership is based on positive psychology, the branch of psychology science that
focuses on helping people to find meaning and purpose, live meaningful lives, and search for personal
strength and value.
• Positive workforce and practice environment provides the foundation for positive patient outcomes
• Inclusion, empowerment, purposefulness, ethical behaviors, and process orientation
© Springer Publishing Company, LLC.
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Transformational Leadership
• Florence Nightingale considered the first nursing transformational leader
• Bases of the American Nurses Credentialing Center (ANCC) Magnet Recognition Program
• “Four I’s”: Individualized consideration, Intellectual stimulation, Inspirational motivation, and Idealized
influence
• Personalized connections the leader makes with followers
• The leader is open-minded and promotes creativity and innovation
• The leader’s ability to communicate a compelling vision and high standards with subsequent follower enthusiasm and
motivation to exceed expectations
• The role modeling and follower respect the leader generates from their behaviors
© Springer Publishing Company, LLC.
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Authentic Leadership
• Described as having high moral character, acting in alignment with their personal values, building
credibility and the positive emotions of respect, hope and trust of followers, resulting in positive
behaviors such as satisfaction, motivation, and performance
• Four core elements of authentic leadership:
•
•
•
•
Self-awareness
Balanced processing
Relational transparency
An internalized moral perspective
• ANCC Standards for Establishing and Sustaining Healthy Work Environments based on authentic
leadership
• Authentic leadership linked to job satisfaction, turnover, work attitudes and behaviors, and staff
empowerment
© Springer Publishing Company, LLC.
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Servant Leadership
• “The servant-leader is servant first…. focus[ing] primarily on the growth and well-being of people and
communities to which they belong” (Greenleaf Center for Servant Leadership, n.d., paras. 2, 4)
• Shares power, places the needs of others first, and helps people grow and perform as highly as possible
• Characteristics: Authentic, valuing others, growing people, sharing power, providing leadership, and building
community by developing strong collaborative and personal relationships
• Attributes can be seen at all levels of nursing leadership (from charge nurse to chief nurse executive)
Greenleaf Center for Servant Leadership. (n.d.). What is servant leadership? https://www.greenleaf.org/what-is-servant-leadership
© Springer Publishing Company, LLC.
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Key Points
• Relational leadership: A positive workforce and practice environment and nurse engagement, providing the
foundation for positive patient outcomes
• Transformational leadership practices: Model the way, inspire a shared vision, challenge the process, enable
others to act and encourage the heart. Transformational leaders may need complementary detail-oriented
partners for the “management” aspects of their role
• Authentic leadership is anchored by inner core values. Attributes of authentic leaders include
self-awareness, moral courage, balanced processing, and relational transparency.
• Servant leaders put people first, prioritizing and nurturing the needs of others in their professional
development.
• Nurses need to be prepared for leadership roles at every level. Structured curriculum, peer support,
self-reflection, experiential learning, coaching, mentoring, and supportive practice environments are
needed for leadership development.
© Springer Publishing Company, LLC.
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Summary
• The Future of Nursing 2020–2030 recommends implementing structures and systems to ensure nurses’
health, well-being, and competency in interprofessional teamwork to advance health equity.
• Transformational leaders: Model the way
• Authentic leaders: Inner core values
• Servant leaders: Put people first
• Leadership is a lifelong journey and nurses need to be prepared for leadership roles at every level.
© Springer Publishing Company, LLC.
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POWERPOINTS TO ACCOMPANY
Nurse Leadership and Management
Foundations for Effective Administration
Joyce J. Fitzpatrick, PhD, MBA, RN, FAAN, FNAP, FAANP(H)
Celeste M. Alfes, DNP, MSN, MBA, RN, CNE, CHSE-A, FAAN
Editors
Chapter 7: The Coaching and Mentoring
Process
M. Lisa Hedenstrom and Susan M. Dyess
© Springer Publishing Company, LLC.
1
Learning Objectives
• Identify principles of coaching and mentoring within a relational-based leadership model.
• Examine the context of relationships for coaching and mentoring.
• Investigate opportunities for coaching and mentoring to promote the career development of nurse
leaders.
• Plan for coaching and mentoring utilization to lead peak performance within nurses and nursing teams.
© Springer Publishing Company, LLC.
2
Terminology
• Coaching: A proactive collaborative process that supports goal achievement and high performance through
discourse and action
• Coach: An individual who supports the coached achieve peak performance within a defined and committed
relationship
• Coached: An individual meeting with a coach to meet goals maximizing their own expertise
• Mentoring: A process that supports and develops people to help them reach their potential
• Mentor: An experienced nursing leader who is willing to support the development of the mentee through support
and guidance
• Mentee: Someone who seeks to find help and support from a mentor to help themselves with professional
development and future career goals
© Springer Publishing Company, LLC.
3
Introduction: Coaching and Mentoring
• Deliberate nurse leader strategies for tapping into the existing expertise, developing the potential, and
shaping necessary peak performance for individual nurses and nursing teams
• Coaching and mentoring are not euphemistic for performance improvement action plans that may be
associated with human resources
• Coaching—formal relationship
• Mentoring—formal or informal relationship
© Springer Publishing Company, LLC.
4
Requirements of Successful Coaching and
Mentoring by Nurse Leaders
• Resource support: Investment of time and talent
• Senior leadership buy-in for sponsorship, collaboration, and facilitation of barrier removal
• Executive presence: Portray poise and a dignified demeanor
• Inspire confidence, engender trust, and build workplace culture that promotes enjoyment and success for
individuals and team
• Commitment to culture of coaching/mentoring leads to development and retention
© Springer Publishing Company, LLC.
5
Coaching Process
• Three stages:
• Pre-coaching
• Active coaching
• Follow-up coaching
• Improves results for individual and team performance, job satisfaction, retention, conflict resolution,
and goal alignment
• Coached individuals: Gain insight to acknowledge their unique potential, to strengthen their expression of
expertise, to identify and take action
© Springer Publishing Company, LLC.
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Mentoring
• Can be formal or informal
• Mutual goals are established between mentee and mentor
• Ongoing communication to allow relationships to be formed and developed
• Relationship might evolve to peer-to-peer
• Mentee drives the relationship
© Springer Publishing Company, LLC.
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Mentoring Process
• Outlined mentoring up a nurse-to-nurse mentoring theory that includes the following phases:
•
•
•
•
•
Seeding
Opening
Laddering
Equalizing
Reframing
• Nonlinear process; relationship-based interaction
• Mentee develops improved role performance, increased job satisfaction, and improving role effectiveness
• Allows for succession planning; leader leans in to be a mentor to a mentee to develop skills and provide
career development
© Springer Publishing Company, LLC.
8
Coaching and Mentoring:
What Every Nurse Manager Needs to Know
• Will need to invest time and energy in beginning their professional relationships to support themselves as
a new leader to continue their professional development and growth
• Scope of their oversight and long-term vision will vary for each position and utilization for coaching and
mentoring, but relationships are crucially important
• Honor the professional wisdom and clinical expertise held by the coach and mentor
• Will need to validate the professional wisdom that others hold, as well as celebrate, and nurture the
wisdom for it to be expressed fully
• Coaching and mentoring require thoughtful, targeted, and timely development questions
• Recognize that coaching and mentoring unlock potential in others and the universe
© Springer Publishing Company, LLC.
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Coaching and Mentoring:
What Every Nurse Executive Needs to Know
• Nurse executive one must not only seek out these coaching and mentoring opportunities
• Guide their team into these relationships to support leader development and succession planning
• Throughout your career take initiative for your own development
• Once you find a coach and a mentor, have a formal mechanism to set goals and track progress
• Learn from the coaching and mentoring process
• You can be a mentor and a mentee simultaneously to help others develop their skills
© Springer Publishing Company, LLC.
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Key Points
• Coaching is often a formal, short-term skill development process and relationship. Coaching is goal
oriented, has a specific time frame for achieving the goals identified. Coaches seek to highlight the
wisdom that the person they are coaching must help the person being coached identify solutions.
• Mentoring is information with direct access to expertise, driven by the mentee through goal setting.
Mentoring roles and goals are mutually identified in the relationship. Most often mentees drive the
relationship as they seek guidance from their mentors.
• Coaching and mentoring might overlap in some situations as both involve collaborative directed
relationships to help develop skills. Both are safe positive methods for leaders to collaborate with experts
to share opportunities for their growth and development as a leader.
• It is important to define roles when entering coaching/mentoring relationships.
© Springer Publishing Company, LLC.
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Summary
• Coaching and mentoring are adaptive to the uniqueness of whomever is involved.
• Inherent to relational leadership approaches for a nurse leader/executive to authentically listen, seek to
understand and probe each member of the team to appreciate their goals
• Coaching and mentoring are enhanced with effective nursing leadership that is generally complemented
by emotional intelligence
• Being emotionally intelligent contributes to the transformational possibilities attained through coaching
and mentoring for peak performance of individuals, groups, and teams.
© Springer Publishing Company, LLC.
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