The Significance of Cultural Intelligence in Nurse Leadership

Cultural intelligence (CQ), which is the ability to efficiently traverse multicultural environments and interactions, can have a profound impact on cultural literacy fluency. It foundational in embodiment of awareness, sensitivity, humility, competence, decreasing biased decision-making. Evidence shows that bias, attitudes, behaviors health care providers negatively outcomes for marginalized stigmatized populations. The role nurse leader transcends multiple venues, including academia, clinical practice, corporate settings; therefore, CQ development modeling essential influencing professions clinicians, faculty, students deliver bias-free care. Key Points•Cultural provides foundation encourages practices support diversity, equity, inclusion, belonging.•There an urgent need initiatives discourage bias-influenced leadership practices.•Nurse leaders across various settings pivotal prioritizing optimal equitable all organizational stakeholders, patients, students, faculty. •Cultural Health dynamic, multicultural, global industry requires fluidity strategies prioritize culture as integral component effective leadership. Many concepts are used describe influences interactions: more recently, (CQ). Acquisition knowledge skills facilitate competency with regard culture. These important organizations because they improve fluency, also guide encourage belonging (DEIB). Diversity, broad sense, includes differences thoughts, norms among departments, communication styles preferences, value systems, work styles. embody endorse diversity from this perspective effort adequately advance culturally inclusive initiatives. Leadership should include creating environment emits not only sense inclusivity, but true everyone. This how “culture” created. Leaders recognize acknowledge antithesis inclusion exclusion. For example, hiring someone allowing them opportunity be committee then denying actual participative voice demonstration exclusionary inclusion. Simply individuals minority or groups does satisfy criteria fostering diverse, equitable, environment. Exclusionary lead imbalances such dissension increased turnover, perspective, breed inequities.1McMillan K. Politics change: discourses inform change their capacity silence.Nurs Inq. 2016; 23: 223-231Crossref PubMed Scopus (6) Google Scholar, 2Bridges T. cost masculinity studies.Men Masc. 2019; 22: 16-33Crossref (14) 3Bryer A. 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Organizations convey acceptance, increase employee productivity long-term commitment.4Livermore lens intentional application principles directly enhances contribute stability, improved job satisfaction performance, well commitment.5Gomez Scholar,6Ohunakin F. Adeniji Ogunnaike O.O. Igbadume Akintayo D.I. effects management organisational outcomes: case multinational corporation.Bus Theory Pract. 20: 93-102Crossref purpose paper demonstrate use framework enhancing nursing ultimately, decisions defined function environments.4Livermore Scholar,7Early P.C. Ang S. Individual Interactions Across Cultures. Stanford University Press, Stanford, CA2003Google Scholar,8Ang Rockstuhl Tan M.L. competencies.in: 2nd International Encyclopedia Social & Behavioral Sciences. Vol. 5. Elsevier, Amsterdam, Netherlands2015: 433-439Google ultimately removing structural barriers. may decrease decision-making consequently, stakeholders within organization.4Livermore comfort levels during cross-cultural interactions vested interest active participation fundamental developing CQ.4Livermore 4 factors: drive/motivation, cognition/knowledge, metacognition/strategy, behavior/action.4Livermore drive/motivation involves confidence interactions.4Livermore Acquiring continuous desire successfully interact circumnavigate different cultures. Cognition/knowledge knowing, understanding likenesses differences.4Livermore Metacognitive strategy, refers awareness plan Preparation exchanges, while space embracing uniqueness cultures, allows robust interactions. CQ, action, adaptability contexts.4Livermore adjustment thoughts flexibility assist Proficiency each separately collectively constitutes person’s level Cognizance one’s values preferences potential influence bias another precursor personal ways being doing.9Caputo Akoyo O.B. Amoo N. Menke C. relationship between values, negotiation styles.J Bus Manag. 99: 23-36Google 10Hofstede G. Culture's Consequences: Differences Work-Related Values. Sage, Thousand Oaks, CA1980Google 11Hofstede Comparing Values, Behaviors, Institutions Nations. CA2001Google based individual right wrong. orientations interpersonal preparation/planning, negotiation, task performance.9Caputo addition acceptance dissimilar perspectives necessary invoke tolerance enable healthier relationships. Culturally intelligent appreciation thought alternative processes. 3 low, moderate, high.12Cultural Intelligence CenterCQ Certification.2019Google Individuals low exhibit behaviors: react extrinsic stimuli unfamiliar environments, own contexts draw conclusions, view insignificant.12Cultural moderate accommodate into behaviors, know about focus commonalities.12Cultural High catalyzes broader purview builds innovative, productive teams.4Livermore People high consistently attributes:•Flexibility modifying toward norms•Application innovations•Subconscious interrelation contexts•Ability identify cultures treat interaction unique12Cultural Successful attainment enhanced when at least emotional (EI).13Darvishmotevali M. Altinay L. De Vita Emotional creative performance: looking environmental uncertainty intelligence.Int J Hosp 2018; 73: 44-54Crossref (50) Scholar,14Rockstuhl Seiler Van Dyne Annen H. 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Saha Mindfulness practice: promising approach reducing clinician patients.Patient 2017; 100: 372-376Crossref (76) Therefore, it incumbent upon develop pragmatic best training promote wellness, translate social justice equity. studies related professionals, results showed physicians nurses displayed basis race/ethnicity, weight, socioeconomic status, circumstances, mental conditions, gender, diagnoses.22Cultural CenterManaging Unconscious Bias Workshop Facilitator Manual.2019Google biases patients places disadvantage, standards (for receive less time fewer tests ordered), compounding already exist populations.22Cultural Additionally, academicians experienced perpetuate stigmatization language verbal written novice clinicians.23Goddu A.P. O’Conor K.J. Lanzkron al.Do words matter? Stigmatizing transmission medical record.J Gen Intern Med. 33: 685-691Crossref (65) findings amplify implementation practices. Reparation begins existence followed motivation change, strategy development, action. reparation, thereby increasing likelihood management, leading increases, decreases.24FitzGerald Hurst Implicit healthcare professionals: review.BMC Ethics. 18: 19Crossref (613) Throughout my years professional, entrusted sharing me. More times than not, were likely result biases. supports notion able detect providers.16Gonzalez Scholar,17Shepherd Scholar,25Richeson J.A. Shelton J.N. Brief report: thin slices bias.J Nonverbal Behav. 2005; 29: 75-86Crossref (104) Scholar,26Paradies Truong Priest A extent measurement racism.J 2014; 364-387Crossref (113) As African American female, I deleterious care, patient, indirectly family members. My passion commitment patient advocacy equity further fueled bias-induced discrepancies disparities. Nurse systems guiding prioritizes every patient. pertains having positive effect improving outcomes, charge clinicians holding accountable delivering responsible relevant, patient-centered executive higher contributes reputation dignity, respect, concern.4Livermore Specific academic education programs, guides employees, students. essential. first step what informs culture, coupled team Actualization any self-awareness; must introspective effectively inspire whom lead. Examples critical self-awareness applying personally affect leadership, acknowledgement whether methods, gaining transcending strategic evident clinicians. An example establish beyond external traits race ethnicity, gender/gender identification, age, etc. Everyone wants feel valued intellectual perform professional roles rather hired solely traits. who using represented way institution recognizes teams features. Subsequent hiring, mentoring evaluation processes objective themselves members team. Application alignment capabilities motivation/drive navigation skills, acquiring norms, adapting differences, accommodating actions.4Livermore drive implementing suggest strong boldly clearly communicates organization’s commitment. second capability, knowledge, pursuing opportunities allow learn others, particularly organization employs serves. benefit creates mutual serve relationships and, cohesion, innovations, outcomes.4Livermore third strategizing, detailed realistic dedicated timelines. align mission, vision, norms. addition, accountability communicated strictly enforced. meet fourth scheduling microaggressions, applicable training, along ongoing follow-up coaching rest organization. settings, responsibility implement faculty body representative population. achieve measurable applied settings. Awareness implores responsibility. Creating demonstrates start facilitating organization, ensuring follow up needed. Combatting inequities by-products consistent attention coaching, resources. approaches free spaces, clinical, academic, policy development. bear as: competence. journey, congruent lifelong learning philosophies professions. deliberate making sure become norm organizations. Maintaining re-evaluation motivation, actualization hold sustaining CQ. Refusing part solution choosing problem.