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Competências de inteligência emocional do enfermeiro gestor na era digital para promover relações interpessoais: Scoping review
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Introdução: O enfermeiro gestor é um profissional detentor de conhecimentos e competências no âmbito da disciplina e profissão de Enfermagem, bem como do domínio específico da gestão. Num contexto de transformação digital, a crescente complexidade associada aos contextos de saúde, nomeadamente à atuação do enfermeiro gestor, exige, para além de capacidades técnicas e organizacionais, o desenvolvimento de competências de inteligência emocional que lhe permitam promover relações interpessoais eficazes e exercer uma liderança eficiente. Estas competências assumem especial relevância para os enfermeiros gestores, dado que estes são considerados atores estratégicos, nas instituições de saúde.
Objetivo: Explorar e mapear a evidência científica disponível relativamente às competências de inteligência emocional que os enfermeiros gestores em funções de liderança devem fortalecer para promover relações interpessoais eficazes e uma liderança eficiente na era digital.
Métodos: Foi realizada uma revisão segundo a metodologia Scoping Review, tendo sido seguidas as recomendações do Joanna Briggs Institute®, incluindo a Preferred Reporting Items for Systematic Reviews and Meta-Analyses extension for Scoping Reviews, bem como a Declaração de Diretrizes da Peer Review of Electronic Search Strategies 2015. A pesquisa foi conduzida em bases de dados, repositórios científicos e nas listas de referências dos artigos incluídos. Não foram aplicadas restrições relativamente ao idioma ou ao limite temporal; contudo, foram definidos critérios de inclusão e exclusão baseados na população, conceito e contexto. A recolha de dados foi efetuada através de um instrumento desenvolvido pelos investigadores, alinhado com as diretrizes metodológicas enunciadas. A síntese dos resultados foi apresentada recorrendo a tabelas, figuras e descrição narrativa. O protocolo da revisão foi previamente registado e encontra-se disponível através do DOI 10.17605/OSF.IO/AYJMP.
Resultados e Discussão: Foram Incluídos 15 artigos na revisão. A análise permitiu identificar 12 competências de inteligência emocional, descritas na literatura sob diversas denominações, mas que correspondem, de forma convergente, a competências de natureza pessoal e social que os enfermeiros gestores devem desenvolver na era digital, para promover as relações interpessoais. Entre estas destacam-se a autoconsciência emocional, a empatia, a capacidade de adaptação, a gestão de conflitos, entre outras. Estas competências, quando aplicadas, promovem as relações interpessoais entre os líderes, líderes e enfermeiros e, consequentemente, entre os enfermeiros e os clientes. Adicionalmente, foram identificados na literatura 3 domínios de aplicabilidade: a liderança nos contextos de digitalização em saúde; a liderança na adoção e implementação de serviços e ferramentas digitais; e a formação e o desenvolvimento profissional dos líderes em contextos virtuais.
Conclusões: A prática de gestão em enfermagem deve integrar estratégias que desenvolvam as competências de inteligência emocional, garantindo que os líderes estejam preparados para conduzir equipas em ambientes cada vez mais digitalizados, complexos e emocionalmente exigentes. As competências enumeradas não devem entendidas como atributos complementares da liderança, mas antes como pilares estruturantes do seu exercício. Recomenda-se a realização de estudos complementares para aprofundar o conhecimento sobre esta temática no contexto em análise, bem como a revisão e atualização de programas formativos sobre inteligência emocional na liderança em enfermagem, com enfoque na promoção das relações interpessoais em contextos de digitalização crescente.
Introduction: The nurse manager is a professional with knowledge and skills within the Nursing discipline and profession, as well as in the specific domain of management. In a context of digital transformation, the increasing complexity associated with healthcare settings, particularly with the role of the nurse manager, requires not only technical and organizational skills but also the development of emotional intelligence competencies. These competencies enable the promotion of effective interpersonal relationships and the exercise of efficient leadership. They are especially relevant for nurse managers, as they are considered strategic actors within healthcare institutions. Aim: To explore and map the existing scientific evidence on the emotional intelligence competencies that nurse managers in leadership roles need to develop to foster effective interpersonal relationships and efficient leadership in the digital era. Methods: A review was conducted following the Scoping Review methodology, in accordance with the recommendations of the Joanna Briggs Institute®, including the Preferred Reporting Items for Systematic Reviews and Meta-Analyses extension for Scoping Reviews, as well as the Peer Review of Electronic Search Strategies 2015 Guideline Statement. The search was carried out across databases, scientific repositories, and the reference lists of the included articles. No restrictions were applied regarding language or publication date; however, inclusion and exclusion criteria were defined based on population, concept, and context. Data collection was performed using an instrument developed by the researchers, aligned with the outlined methodological guidelines. The synthesis of results was presented using tables, figures, and narrative description. The review protocol was previously registered and is available via DOI 10.17605/OSF.IO/AYJMP. Results and Discussion: 15 articles were included in the review. The analysis enabled the identification of 12 emotional intelligence competencies, described in the literature under various designations, but which consistently correspond to personal and social competencies that nurse managers should develop in the digital era to foster interpersonal relationships. Among these, emotional self-awareness, empathy, adaptability, and conflict management stand out, among others. When applied, these competencies promote interpersonal relationships among leaders, between leaders and nurses, and consequently between nurses and clients. Additionally, 3 domains of applicability were identified in the literature: leadership in the context of healthcare digitalization; leadership in the adoption and implementation of digital services and tools; and the training and professional development of leaders in virtual environments. Conclusions: Nursing management practice should incorporate strategies aimed at developing emotional intelligence competencies, ensuring that leaders are prepared to lead teams in increasingly digitalized, complex, and emotionally demanding environments. The competencies listed should not be understood as complementary attributes of leadership, but rather as foundational pillars of its exercise. Further studies are recommended to deepen knowledge on this topic within the context under analysis, as well as to review and update training programs on emotional intelligence in nursing leadership, with a focus on promoting interpersonal relationships in increasingly digitalized settings.
Introduction: The nurse manager is a professional with knowledge and skills within the Nursing discipline and profession, as well as in the specific domain of management. In a context of digital transformation, the increasing complexity associated with healthcare settings, particularly with the role of the nurse manager, requires not only technical and organizational skills but also the development of emotional intelligence competencies. These competencies enable the promotion of effective interpersonal relationships and the exercise of efficient leadership. They are especially relevant for nurse managers, as they are considered strategic actors within healthcare institutions. Aim: To explore and map the existing scientific evidence on the emotional intelligence competencies that nurse managers in leadership roles need to develop to foster effective interpersonal relationships and efficient leadership in the digital era. Methods: A review was conducted following the Scoping Review methodology, in accordance with the recommendations of the Joanna Briggs Institute®, including the Preferred Reporting Items for Systematic Reviews and Meta-Analyses extension for Scoping Reviews, as well as the Peer Review of Electronic Search Strategies 2015 Guideline Statement. The search was carried out across databases, scientific repositories, and the reference lists of the included articles. No restrictions were applied regarding language or publication date; however, inclusion and exclusion criteria were defined based on population, concept, and context. Data collection was performed using an instrument developed by the researchers, aligned with the outlined methodological guidelines. The synthesis of results was presented using tables, figures, and narrative description. The review protocol was previously registered and is available via DOI 10.17605/OSF.IO/AYJMP. Results and Discussion: 15 articles were included in the review. The analysis enabled the identification of 12 emotional intelligence competencies, described in the literature under various designations, but which consistently correspond to personal and social competencies that nurse managers should develop in the digital era to foster interpersonal relationships. Among these, emotional self-awareness, empathy, adaptability, and conflict management stand out, among others. When applied, these competencies promote interpersonal relationships among leaders, between leaders and nurses, and consequently between nurses and clients. Additionally, 3 domains of applicability were identified in the literature: leadership in the context of healthcare digitalization; leadership in the adoption and implementation of digital services and tools; and the training and professional development of leaders in virtual environments. Conclusions: Nursing management practice should incorporate strategies aimed at developing emotional intelligence competencies, ensuring that leaders are prepared to lead teams in increasingly digitalized, complex, and emotionally demanding environments. The competencies listed should not be understood as complementary attributes of leadership, but rather as foundational pillars of its exercise. Further studies are recommended to deepen knowledge on this topic within the context under analysis, as well as to review and update training programs on emotional intelligence in nursing leadership, with a focus on promoting interpersonal relationships in increasingly digitalized settings.
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Enfermeiro gestor Inteligência emocional Relações interpessoais Liderança Saúde digital