Emotional Intelligence Theory helps to understand the importance of finding a balance between emotions and intellect while making important decisions. The study conducted by Khosravi, Manafi, Hojabri, Farhadi, and Gheshm (2011) revealed that there is a strong relationship between a manager’s emotional intelligence and effective delegation, which is one of the aspects of successful leadership. Emotional intelligence plays a crucial role in the process of delegation, as it is essential both for controlling the emotions of the manager delegating the tasks and assessing the ability of the person to whom the task is delegated to accomplish it effectively.
To ensure the enhancement of the wellness status of the patients while correlating the delegation process, the manager should know an appropriate assessment of such emotional intelligence competencies as awareness, emotional control, and empathy. First of all, the manager must control his emotions to make the process of decision-making objective and efficacious. The manager should exclude the possibility of the influence of personal attitudes and relations resulting in certain emotions on the decisions related to the correlation of the delegation process. Besides, the manager should carefully analyze the emotional intelligence of the person that was chosen for accomplishing the delegated task. The manager should consider the specifics of the task that might require certain abilities and characteristics, including emotional control and social skills. For example, the delegation of tasks related to caring for a patient with severe burn injuries requires an appropriate assessment of the person’s ability to witness displays of body injuries that can be psychologically traumatizing. Such ability is directly related to emotional intelligence, as emotional control is essential to behaving professionally in such situations. The person that is too impressionable and cannot control his/her emotions can fail to accomplish the task, which will result in a low level of quality of the provided care. Therefore, special attention should be paid to the careful choosing of tasks that are appropriate for delegating to a certain person based on his/her emotional intelligence.
A proper accomplishment of the tasks by unlicensed assistive personnel (UAP) is crucial for ensuring the effectiveness of medical care delivered to the patients. Failing to follow safety precautions when ambulating patients can result in serious complications affecting/her wellbeing. Therefore, dealing with this problem should be quick and efficient.
Before acting in such a situation, the manager should consider the relations between the registered nurses (RNs) and UAP. Dabney and Kalisch (2015) emphasize that problems in the working relations between RNs and UAPs, including lack of role clarity and lack of working together as a team, affect the quality of medical care significantly. Therefore, the first aspect that should be considered while dealing with the discussed problem is the effectiveness of communication of the UAP and RNs working in the same department. The manager should consider if the process of delegation of tasks to the UAP by RNs conforms to the rules of the delegation process. Lack of information provided by RNs can result in the UAP’s lack of awareness about appropriate rules. Encouraging RNs to strive for more cooperation with the UAP and informing/her about the essential rules that need to be followed appear to be one of the possible solutions. Besides, the manager should consider the availability of the information about hospital policy and UAP job description written by hospital administration, as failing to provide constant access to such information can lead to the lack of understanding of the rules and duties related to the job of UAP.
Dabney, B. W., & Kalisch, B. J. (2015). Nurse staffing levels and patient-reported missed nursing care. Journal of Nursing Care Quality, 30(4), 306-312. Web.
Khosravi, B., Manafi, M., Hojabri, R., Farhadi, F., & Gheshm, R. (2011). The impact of emotional intelligence towards the effectiveness of delegation. International Journal of Business and Social Science, 2(18), 93-99. Web.