for all its popularity and benefit, may not be without risk for some groups (Farias et al. 2020).
3.5 Conclusion
There are many different conceptions of attributes and skills for those in leadership that can be overwhelming. This reflects that leadership situations are complex, leadership is not an exact science, and is created in relationship with those around you. For veterinary professionals who have been trained to work with data, problem solve, and find the ‘right answer’, this can be difficult to adjust to.
Nevertheless, there is broad agreement on the competencies that can help the leadership function and which, with self‐development and reflection, can be enhanced. Those in leadership can work within a repertoire of competencies that is true to themselves and with which they are familiar, although maybe being comfortable is not helpful. Over‐ or underplaying competencies and behaviours can be associated with adverse consequences and, the wise leader will know how much is ‘enough’ for the situation at hand.
Questions
1 When have you been trusted before you have earned that trust? How did that feel? What was your response?
2 You have sweated and agonised over a challenging task, but you got there in the end. Your boss does not even acknowledge this. How does that feel?
3 Think of a situation where there was no easy answer. Where maybe you had to disappoint someone. How did that feel? What resources did you draw on to help you negotiate an outcome?
4 In your experience of leadership situations so far, can you identify simple, complicated, complex, and chaotic challenges and the different leadership actions needed?
5 When have you used, or been impressed by, someone else's intuition in a group setting? What happened and what was striking about it?
Further Reading
1 Goleman, D. (1998). Working with Emotional Intelligence. London: Bloomsbury.
2 Syed, M. (2016). Black Box Thinking: Marginal Gains and the Secrets of High Performance. London: John Murray.
3 Van der Kolk, B.A. (2015). The Body Keeps the Score: Brain, Mind, and Body in the Healing of Trauma. New York, New York: Penguin Books.
References
1 Cacciope, R. (1997). Leadership moment by moment! Leadership & Organization Development Journal 18 (7): 335–345.
2 Cohen, S.P. (2007). Compassion fatigue and the veterinary health team. Veterinary Clinics of North America – Small Animal Practice. Elsevier Inc. 37 (1): 123–134. https://doi.org/10.1016/j.cvsm.2006.09.006.
3 Dweck, C.S. (2016). What having a “growth mindset” actually means. Harvard Business Review 94 (1–2): 2–5.
4 Farias, M., Maraldi, E., Wallenkampf, K.C. et al. (2020). Adverse events in meditation practices and meditation‐based therapies: a systematic review. Acta Psychiatrica Scandinavica 142 (5): 374–393. https://doi.org/10.1111/acps.13225.
5 Gardner, H. (1993). Multiple Intelligences: The Theory in Practice. New York: Basic Books.
6 Goffee, R. and Jones, G. (2007). Leading clever people. Harvard Business Review 85 (3): 72–79.
7 Goleman, D. (1998). Working with Emotional Intelligence. London: Bloomsbury.
8 Goleman, D. and Boyatzis, R. (2017). Emotional intelligence has 12 elements. Which do you need to work on. Harvard Business Review 84 (2): 1–5.
9 Gooley, T. and Gower, N. (2018). Wild Signs and Star Paths: The Keys to our Lost Sixth Sense. London: Hodder & Stoughton Ltd.
10 Hess‐Holden, C.L., Jackson, D.L., Morse, D.T. et al. (2019). Understanding non‐technical competencies: compassion and communication among fourth‐year veterinarians‐in‐training. Journal of Veterinary Medical Education 46 (12): 506–517. https://doi.org/10.3138/jvme.0917‐131r1.
11 Mayer, J.D., Salovey, P., Caruso, D.R. et al. (2001). Emotional intelligence as a standard intelligence. Emotion 1 (3): 232–242. https://doi.org/10.1037/1528‐3542.1.3.232.
12 McMurray, J. and Boysen, S. (2017). Communicating empathy in veterinary practice. Veterinary Ireland Journal 7 (4): 199–206.
13 Northouse, P.G. (2019). Leadership: Theory & Practice. SAGE: Los Angeles/London/New Delhi/Singapore/Washington DC.
14 Syed, M. (2016). Black Box Thinking : Marginal Gains and the Secrets of High Performance. London: John Murray.
15 Uhl‐Bien, M. (2006). Relational leadership theory: exploring the social processes of leadership and organizing. Leadership Quarterly 17 (6): 654–676. https://doi.org/10.1016/j.leaqua.2006.10.007.
16 Van der Kolk, B.A. (2015). The Body Keeps the Score : Brain, Mind, and Body in the Healing of Trauma. New York, New York: Penguin Books.
17 Walter, F., Cole, M.S., and Humphrey, R.H. (2011). Emotional intelligence: sine qua non of leadership or folderol? Academy of Management Perspectives 25 (1): 45–59. https://doi.org/10.5465/AMP.2011.59198449.
18 Webb, K. (2009). Why emotional intelligence should matter to management: A survey of the literature. SAM Advanced Management Journal, 74(2), 32–41.
19 Yukl, G. and Gardner, W. (2020). Leadership in Organizations, 9e. Harlow, England: Pearson Education Limited, England.
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