IN our rapidly changing world, leadership is often associated with those with authority, positions of power, or those who dominate the conversation.
However, as we delve deeper into leadership intelligence, it is essential to recognise that true leadership transcends titles and loud proclamations. Instead, it is rooted in the fundamental idea that every individual possesses a unique form of intelligence and potential.
This notion forms a critical foundation for how we engage in leadership, particularly in sensitive domains like healthcare, where the stakes often involve life and death.
Especially within non-profit organisations advocating for the voices of young adults, the concept of “leadership intelligence” has emerged as a crucial paradigm shift.
As we navigate the complexities of our contemporary realities – marked by global pandemics, environmental crises, and social upheaval – embracing a holistic understanding of intelligence becomes paramount.
Howard Gardner’s theory of multiple intelligences reveals that the traditional measures of intelligence have long been inadequate. They do not encompass the vast spectrum of human potential.
This oversight is particularly detrimental in the healthcare sector, where leadership is not just about directives but compassion, empathy and the ability to connect with others.
In the healthcare context, leadership is often tested in moments of crisis. Consider the COVID-19 pandemic. Healthcare leaders worldwide faced monumental challenges, exposing the depth and breadth of their intelligence under pressure.
During this period, the most effective leaders were not necessarily those with the highest degree of formal education but those who could apply their interpersonal intelligence to manage teams, override emotions with empathy, and communicate effectively with the public to navigate through fear and uncertainty.
Such leaders understood that every interaction carried weight and could affect patient outcomes and team morale.
A pertinent example is Dr Tedros Adhanom Ghebreyesus, Director-General of the World Health Organisation. His leadership during the pandemic highlighted effective communication and unemotional resilience, grounded in a deep understanding of public health and human psychology.
Dr Tedros’ ability to convey complex medical information in an accessible way helped demystify the virus for communities worldwide.
He epitomised the value of interpersonal intelligence, knowing that the public’s response was as crucial as clinical efforts in combating the pandemic.
Despite facing immense challenges and criticism, he exemplified a leadership intelligence rooted in empathy and resilience – a vital skill in ensuring that global health initiatives remained prioritised and clear.
Leadership intelligence thrives on recognising the unique strengths and talents of each individual, and valuing them as vital contributors to a collective mission.
In healthcare, numerous professionals contribute beyond doctors and nurses; technicians, administrative staff and caregivers all play indispensable roles in delivering effective patient care.
Engaging diverse intelligences – like recognising the musical intelligence of a caregiver who comforts patients through songs or the bodily-kinesthetic intelligence of a nurse who adeptly navigates complex procedures – creates a richer, more effective healthcare environment.
A lesson learned from the pandemic is the importance of emotional intelligence in leadership. Compassion became a catalyst for fostering resilient workplace cultures, where leaders listened to the concerns of their teams and recognised the emotional toll that facing illness and loss could take on their staff.
Leaders who demonstrated high emotional intelligence created spaces for dialogue, understanding and healing, reaffirming that leadership is a shared responsibility.
By valuing the experiences of frontline healthcare workers, these leaders fostered a sense of belonging and purpose, which is fundamental to effective clinical outcomes.
Furthermore, confronting one’s limitations and being open to learning is a hallmark of intelligent leadership. The admission of vulnerability in leadership can be powerful, as it humanises an individual in a position of authority and fosters a culture of honesty.
Brené Brown, a renowned researcher and author, emphasises the strength found in vulnerability. She says, “Vulnerability is not weakness. And that myth is profoundly dangerous.”
In healthcare, where the consequences of decisions can be life-changing, a leader’s capacity to admit mistakes facilitates growth, not only for themselves but for their entire team.
Similarly, in non-profit organisations focusing on young adults, leadership intelligence reveals itself starkly. Young adults between 18 and 40 are often navigating a turbulent landscape – economic uncertainty, climate change and social justice movements.
Leaders in this field must engage with these young individuals not as mere beneficiaries but as empowered contributors in their own right. Interpersonal and intrapersonal intelligence here are key.
Leaders must understand their motivations and biases to connect and collaborate with younger generations authentically.
Consider organisations like ‘The Trevor Project’, those dedicated to crisis intervention and suicide prevention for LGBTQ+ youth. The leadership of this organisation exemplifies the recognition of leadership intelligence in action.
By centring on the voices of the youth they serve, they create a collaborative culture where young adults feel valued and heard.
Leaders in such spaces understand the transformative power of vulnerability and the importance of creating safe, inclusive environments.
By recognising the unique gifts and intelligence of the youth they support, these leaders not only uplift individuals but foster communal strength.
Furthermore, leadership intelligence encourages collective responsibility – a concept that is perhaps more critical today than ever.
The challenges we face as a society do not require heroes acting in isolation, but rather, collective action fuelled by individuals who recognise their innate leadership potential.
As we embrace Gardner’s framework of multiple intelligences alongside Emotional Intelligence (EQ) and Spiritual Intelligence (SQ), we find ourselves better equipped to navigate the complexities of team dynamics, social responsibilities, and collaborative problem-solving.
Ultimately, embracing Gardner’s multiple intelligences invites a radical reframing of how we identify and cultivate leadership in others, particularly in crises where life hangs in the balance. It encourages us not to overlook the countless expressions of intelligence around us.
When healthcare leaders predicate their approaches on recognising the diversity of intelligence and fostering collaborative environments, they lay the groundwork for innovative problem-solving and enhanced patient care.
The idea of leadership and intelligence serves as a reminder of our shared human duty: to lead responsibly, to connect, to care, and to uplift one another.
As we grapple with today’s challenges – whether they be public health crises, environmental degradation, or social inequity – effective leadership becomes an act of service that necessitates awareness of both individual and collective strengths.
We must shift the focus from hierarchical notions of intelligence to a more inclusive understanding that recognises all forms of potential.
This transformation opens the opportunity for a new generation of leaders who are brave, authentic and committed to fostering environments that prioritise communal well-being over personal advancement.
An urgent call echoes throughout our discourse on leadership intelligence: It is not merely enough to possess knowledge or skills; the essence of effective leadership lies in our ability to recognise and leverage the distinct intelligence of ourselves and those around us.
This not only ignites potential within individuals but also acts as a unifying force that propels collective movement toward a more compassionate and resilient world.
By fostering inclusivity, empathy and recognition of diverse strengths, we pave the path for profound change – not just in healthcare, but in every sphere of human interaction.
This brings us to the realisation that nurturing a culture of leadership shared by many is not merely aspirational – it could be our lifeline. It is an idea encapsulated in the quote by Margaret Mead.
“Never doubt that a small group of thoughtful, committed citizens can change the world; indeed, it’s the only thing that ever has.”
This sentiment invites us to reflect on how we can forge connections that elevate the human experience by seeing each other’s strengths and valuing collective efforts.
In conclusion, understanding and embracing leadership intelligence is essential not only for personal growth but also for elevating others in our communities.
We are all leaders, positioned by our identities, choices and interactions to enact positive change. Whether you are a healthcare professional making critical decisions or a non-profit leader engaging with the hopes and dreams of young adults, let us challenge the traditional notions of leadership.
Let’s cultivate an ethos where emotional understanding, shared experiences, and the wisdom of varied perspectives are held in high regard.
When we lead with intelligence, we cultivate a culture where everyone has the opportunity to thrive and where leadership becomes a continuous, shared and uplifting journey.
DISCLAIMER:
The views expressed here are those of the writers and do not necessarily represent the views of Sarawak Tribune. The writers can be reached at argenisangulo@gmail.com and lawleepoh@gmail.com.
