Exploring the Cultural Intelligence of Nurse Leaders

Exploring the Cultural Intelligence of Nurse Leaders by Valerie D. Campbell MHA, University of St. Francis, 2013 BSN, Samford University, 1999 BS, Alabama Agricultural and Mechanical University 1986 Dissertation Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Philosophy Health Administration Walden University November 2018 Abstract Today, nurses represent many cultures and ethnic backgrounds. In their leadership style, nurse leaders must learn to embrace cultural intelligence or cultural quotient (CQ), that is, an extension of emotional intelligence that affords them the ability to manage a culturally diverse workforce. Historically, CQ has been relevant to business, locally and globally. But it is also important to explore the CQ of nurse leaders. Scholarly studies show that leaders with CQ are responsible for developing innovative employee behaviors, forwardthinking ideas, and creativeness in the workplace. CQ has a theoretical foundation in the 2003 research of Early and Ang who focused on CQ and the ability to lead in culturally diverse situations. This theoretical foundation will support the qualitative case study approach used to explore the CQ of nurse leaders. Ten participants were selected to answer semi structured interview questions, which were designed to produce data to answer research questions about the meaning of CQ to nurse leaders, the patient experience, self-awareness of CQ, and leadership practice. Thematic data analysis using the MAXQDA software program was the analysis tool. The results are expected to create positive social change by providing evidence-based results that can enhance the CQ of nurse leaders, their leadership style, and their practice in the United States. This study will add to the existing literature and its results may help the reader to reflect on the importance of CQ in their practice of leadership in the nursing profession.Today, nurses represent many cultures and ethnic backgrounds. In their leadership style, nurse leaders must learn to embrace cultural intelligence or cultural quotient (CQ), that is, an extension of emotional intelligence that affords them the ability to manage a culturally diverse workforce. Historically, CQ has been relevant to business, locally and globally. But it is also important to explore the CQ of nurse leaders. Scholarly studies show that leaders with CQ are responsible for developing innovative employee behaviors, forwardthinking ideas, and creativeness in the workplace. CQ has a theoretical foundation in the 2003 research of Early and Ang who focused on CQ and the ability to lead in culturally diverse situations. This theoretical foundation will support the qualitative case study approach used to explore the CQ of nurse leaders. Ten participants were selected to answer semi structured interview questions, which were designed to produce data to answer research questions about the meaning of CQ to nurse leaders, the patient experience, self-awareness of CQ, and leadership practice. Thematic data analysis using the MAXQDA software program was the analysis tool. The results are expected to create positive social change by providing evidence-based results that can enhance the CQ of nurse leaders, their leadership style, and their practice in the United States. This study will add to the existing literature and its results may help the reader to reflect on the importance of CQ in their practice of leadership in the nursing profession. Exploring the Cultural Intelligence of Nurse Leaders by Valerie D. Campbell MHA, University of St. Francis, 2013 BSN, Samford University, 1999 BS, Alabama Agricultural and Mechanical University 1986 Dissertation Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Philosophy Health Administration Walden University November 2018 Dedication I dedicate this dissertation to my family. Mom, thank you for inspiring me and supporting me during this process. You saw the desire in my eyes, and you knew that I would be here before I did. You always said, “What God has given to you, you shall have, and no one shall take it away. ” I love you, mom. Jalen, you are a beautiful son. Be encouraged and always reach your maximum potential. No matter how hard some things may seem, you can do anything you set your mind and heart to do. Thank you for supporting me during the countless hours that I spent at the kitchen table. You never complained. Thank you, both, and I love you! Acknowledgments I would like to acknowledge and thank my heavenly Father for allowing me to reach my goals. I would also like to acknowledge my brother, Dr. Mark Campbell, for his support, books, and dissertation advice during this process. Most of all, I would like to thank my dissertation committee, Dr. Aagard, Dr. LaChapelle, and Dr. Tubman for their guidance and encouragement during the writing and research of this dissertation. A special acknowledgment is extended to my dissertation chair, Dr. Aagard. Dr. Aagard, thank you for allowing me to learn and grow under your leadership. I would like to express the gratitude that I have for you. Your patience and encouragement inspired the drive for quality and excellence in this study. I will always remember what I have learned as a scholar-practitioner under your guidance and leadership.