What Is the Impact of Leaders with Emotional Intelligence on Proxy Performance Metrics in 21st Century Healthcare?—A Systematic Literature Review

Aisha Chaudry (), Parisah Maham Hussain, Simran Halari, Sohini Thakor, Aran Sivapalan, Abdul Ikar, Terrell Okhiria and Edgar Meyer ()
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Aisha Chaudry: Hull University Teaching Hospitals NHS Trust, Kingston upon Hull HU3 2JZ, UK
Parisah Maham Hussain: Royal Free London NHS Foundation Trust, London NW3 2QG, UK
Simran Halari: Chelsea and Westminster Hospital NHS Foundation Trust, London SW10 9NH, UK
Sohini Thakor: Sandwell and West Birmingham Hospitals NHS Trust, Birmingham B71 4HJ, UK
Aran Sivapalan: Lewisham and Greenwich NHS Trust, London SE13 6LH, UK
Abdul Ikar: NHS North East London Clinical Commissioning Group, London N1 5LZ, UK
Terrell Okhiria: Queen Elizabeth Hospital King’s Lynn NHS Foundation Trust, King’s Lynn PE30 4ET, UK
Edgar Meyer: Birmingham Business School, University of Birmingham, Birmingham B15 2TT, UK

IJERPH, 2024, vol. 21, issue 11, 1-11

Abstract: Emotional intelligence (EQ) in healthcare leadership has been a subject of debate regarding its significance in enhancing job performance and patient-centred care. This systematic review investigates the impact of EQ on organisational performance metrics in healthcare leaders. Eleven studies meeting the inclusion criteria were identified through a comprehensive database search. The findings suggest that EQ positively influences job satisfaction, with emotionally intelligent leaders fostering a positive work environment and commitment among employees. Moreover, EQ correlates negatively with emotional exhaustion, indicating its potential in mitigating burnout rates among healthcare professionals. EQ fosters teamwork, organisational culture and enhances job performance, with higher EQ levels in leaders associated with increased team empowerment and proactivity. Despite the compelling evidence, limitations in the study methodologies and heterogeneity in the reported outcomes challenge the establishment of definitive conclusions. Nevertheless, the findings underscore the importance of EQ in healthcare leadership and its potential to improve organisational dynamics and employee wellbeing. This review highlights the need for further research on EQ’s impact on patient satisfaction and calls for the development of EQ training programmes tailored for healthcare leaders.

Keywords: emotional intelligence (EQ); leadership; healthcare management; employee commitment; burnout; organisational dynamics; team empowerment; healthcare outcomes; performance improvement; systematic review; workforce wellbeing; patient outcomes; leadership development; healthcare environment (search for similar items in EconPapers)
JEL-codes: I I1 I3 Q Q5 (search for similar items in EconPapers)
Date: 2024
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