1. The Relationship Between Emotional Intelligence among Supervisors and Conditions of Trust among staff at the Kentucky Department for Public Health Jennifer Redmond, DrPH University of Kentucky November 8, 2010 James W. Holsinger, MD, PhD, William A. Mase, DrPH, MA, Heather Bush, PhD, Martha Riddell, DrPH

2. Presenter Disclosures (1)The following personal financial relationships with commercial interests relevant to this presentation existed during the past 12 months: Jennifer Redmond No relationships to disclose

3. Background and Significance 1-3  #8 Essential Public Health Service  Assure a competent public and personal health care workforce  Domains of Public Health Practice (8)  Leadership and Systems Thinking  The Future of the Public’s Health in the 21 st Century report  Federal, state…public health agencies should prioritize leadership training, support and development….

4. Public Health Performance Logic Model 4 Macro Context Local Public Health System Capacity (Inputs) Public Heath System Purpose and Mission: Performance of core functions: assessment, assurance, policy development Processes (EPHS) Outputs (Programs & Services) Process outcomes (Performance) Community Health Outcomes

5. Importance of Emotional Intelligence (EI)  EI is the ability to improvise, adapt, and overcome.  EI helps us participate more consciously in what we feel and how we respond, rather than just reacting in the same old patterns.  EI is about understanding emotions and using emotions to be more effective in problem solving, decision making, and influencing others – you CAN learn to become more emotionally intelligent.  Emotional intelligence helps with:  Having more effective relationships.  Being more effective at customer service.  Being a more effective team member.  Becoming a more effective leader.

6. Leadership and EI  High levels of EI associated with:  Participative management  Putting people at ease  Self-awareness  Work/Life Balance  Straightforwardness/Composure  Building/Mending Relationships  Doing what it takes  Decisiveness  Confronting problem employees  Change management

7. Trust 6-8  Willingness of a person to be vulnerable to another based on the expectation that the other person will act in a way that is important to the person being vulnerable, regardless of the ability to monitor or control behavior  Trust is the highest form of motivation. It brings out the very best in people. – Stephen Covey  Trust in specific person more predictive than general trust in others  Level of trust related to level of perceived risk  More trust required when risk is higher  Trust enhanced when leaders model behavior leading to trust  As trust increases, so do “win-win” outcomes  Some evidence that trust leads to improved performance

8. Methodology  Conducted a study on the relationship between emotional intelligence and trust with Kentucky Department for Public Health staff  Pilot: Commissioner and Division Directors  Full: Branch Managers and staff who report directly to them  Survey methodology  Emotional Quotient Inventory (EQ-i®) for supervisors  Multi-health systems (MHS) online survey tool  Conditions of Trust (CTI) for staff  REDCap electronic survey tool developed by Vanderbilt  Quantitative analysis  Descriptive statistics  Linear regression  Pearson correlation analysis  Mixed model analysis

9. BarOn EQ-i® (Emotional Intelligence) 5  Total EQ  Intrapersonal  Interpersonal  Stress Management  Adaptability  General Mood  Self regard  Emotional Self-awareness  Assertiveness  Independence  Self-actualization  Empathy  Social responsibility  Interpersonal relationships  Stress tolerance  Impulse control  Reality testing  Flexibility  Problem solving  Optimism  Happiness Red text indicates the measures used in correlation and mixed model analysis

10. Emotional Intelligence Median Scores: Branch Managers (Supervisors) EQ ScaleOverall (Q 1, Q 3 )Male (Q 1, Q 3 )Female (Q 1, Q 3 ) Total EQ:109 (101,116)110 (100, 115)108 (104, 116) Intrapersonal109 (101, 116)109 (95, 116)109.5 (107, 116) Interpersonal106 (94, 112)108 (94, 111)106 (102, 112) Adaptability 108 (101, 113) 105 (101, 111)110 (103, 118) Stress Management 110 (104, 116)110 (104, 114)111.5 (107, 116) Standard ScoreInterpretive guideline 110-119High – well developed emotional capacity 90-109Average – adequate emotional capacity Interpreting EQ-i® Scale Scores 4

11. Conditions of Trust 8 : Mean scores of staff who directly report to the Branch Managers Trust ConditionOverall (sd)Male (sd)Female (sd) Overall Trust3.8 (1.20)3.6 (1.21)3.9 (1.20) Availability4.2 (0.82)4.3 (0.88)4.2 (0.78) Competence4.1 (0.97)3.8 (1.03)4.2 (0.95) Consistency3.6 (1.10)3.6 (1.03)3.7 (1.14) Discreetness3.9 (0.94)3.9 (0.74)4.0 (0.96) Fairness4.0 (1.02)4.1 (0.93)4.0 (0.99) Integrity3.9 (1.12)3.7 (1.19)4.0 (1.10) Loyalty3.7 (1.13)3.6 (1.01)3.8 (1.14) Openness3.6 (1.0)3.2 (1.32)3.8 (0.87) Promise Fulfillment3.8 (1.0)3.6 (1.15)3.9 (0.99) Receptivity4.0 (1.08)4.0 (1.20)4.0 (1.08)

12. Combined Results: Emotional Intelligence and Trust  There was not a relationship between overall trust and total EQ  Must be other factors related to overall trust among staff than the direct supervisor’s total EQ  As the total emotional intelligence of the supervisor increased, the perception by staff that their supervisor was open increased by 0.11 units, p≤0.1when adjusting for demographic characteristics  As the total emotional intelligence of the supervisor increased, the perception by staff that their supervisor was available decreased by 0.09 units, p<0.05, when adjusting for demographic characteristics

13. Strengths and Limitations  First study evaluating emotional intelligence, trust and public health  Provided potential prioritization of leadership competencies as well as future training opportunities  Limited generalizability due to non-randomized cross- sectional type of study  Self-reported survey data  Did not include organizational context/climate information

14. Implications for Public Health  Tailor leadership training opportunities  Gender, age, years of service  Leadership principles are important independently  Important foundations for a workforce  Recruitment  Retention  Performance

15. THANK YOU  Kentucky Department for Public Health, especially Dr. William Hacker, Commissioner  Center of Excellence in Public Health Workforce Research and Policy at the University of Kentucky  My dissertation committee, now colleagues!

16. Questions??  jredmond@kycancerc.org jredmond@kycancerc.org  (859) 219-0772 x252

17. References 1. CDC. 10 Essential Public Health Services. 2008. July 26, 2009. Available from http://www.cdc.gov/od/ocphp/nphpsp/EssentialPHServices.htm. http://www.cdc.gov/od/ocphp/nphpsp/EssentialPHServices.htm 2. Tilson, H., Gebbie, K.M. The Public Health Workforce. Annual Review of Public Health. 2004. 25(1):341-356. 3. IOM. The Future of the Public’s Health in the 21 st Century. 2002; Available from: http://www.iom.edu/Object.File/Master/4/165/AssuringFINAL.pdf. http://www.iom.edu/Object.File/Master/4/165/AssuringFINAL.pdf 4. Scutchfield, FD., Research Questions and Data in PHSSR, an oral presentation at the Academy Health PHSR Interest Group meeting, July 1, 2009, Chicago, IL. 5. Bar-On, R. EQ-i ® BarOn Emotional Quotient Inventory: Technical Manual. 2004. North Toawanda: Multi-Health Systems. 6. Mayer, R.C., Davis, J.H., Schoorman, F.D., An Integrative Model of Organizational Trust. The Academy of Management Review. 1995. 20(3): 709-734. 7. Covey, S.R. The 7 Habits of Highly Effective People. 1989. New York: Simon & Schuster. 8. Butler Jr., J.K. Toward Understanding and Measuring Conditions of Trust: Evolution of a Conditions of Trust Inventory. Journal of Management. 1991. 17(3): 643-663.