Emotional Intelligence and Leadership Styles Among Managers in Primary Healthcare Centers, Riyadh, Saudi Arabia

Aeshah Abdullah Alasmari,1 Raseel Abdulaziz Awad,2 Abdulmajeed Mohamed Alshowair,3 Saad M Albattal,4 Abdulmajeed Homaidan AlMutairi,4 Amro Abdel-Azeem,5 Mostafa Kofi4 1Family Medicine Department, Riyadh First Health Cluster Ministry of Health, Riyadh, Saudi Arabia; 2Al-Murabba PHC, Riyadh First Health Cluster Ministry of Health, Riyadh, Saudi Arabia; 3VP Community Health Excellence, Riyadh First Health Cluster Ministry of Health, Riyadh, Saudi Arabia; 4Family Medicine Department, Prince Sultan Military Medical City, Ministry of Defense Health Services, Riyadh, Saudi Arabia; 5Population Health Management and Research, Riyadh First Health Cluster Ministry of Health, Riyadh, Saudi ArabiaCorrespondence: Mostafa Kofi, Family Medicine Department, Prince Sultan Military Medical City, Ministry of Defense Health Services, Riyadh, Saudi Arabia, Tel +966501436859, Email [email protected] Amro Abdel-Azeem, Population Health Management and Research, Riyadh First Health Cluster Ministry of Health, Riyadh, Saudi Arabia, Tel +966547135224, Email [email protected]: Effective leadership is one of the most important factors contributing to an organization’s effectiveness and success. The objective of this study is to identify the leadership styles of primary healthcare managers and explore associated sociodemographic factors.Methods: A cross-sectional study was conducted at Prince Sultan Military Medical City (PSMMC) in Riyadh, Saudi Arabia, among primary healthcare managers in different aspects of 6 primary healthcare centers (PHC). Data were collected using a self-assessment questionnaire composed of two main sections: sociodemographic characteristics of the participants and the emotional intelligence questionnaire to assess the various competencies of emotional intelligence of leadership style.Results: A total of 50 primary healthcare managers were included in the study. Approximately half of them (52%) were aged between 35 and 44 years. The highest applied statement was “I know when I am happy (4.42± 0.95)”, whereas the lowest applied statement was “I rarely worry about work or life in general (3.20± 1.26)”. Self-awareness was considered a strength in most of the participants (78%), while, managing emotions needs attention in 52% of them. Intrinsic motivating, empathy, and social skill were considered strengths in most of the participants (70%, 74%, and 68%, respectively). Participants aged (25– 34 years) were more likely than others to need attention in the component of “intrinsic motivating” (31.6%), p=0.053. Single participants were more likely than married participants to need attention in the component of “intrinsic motivating” (70% versus 18.4%). P=0.006. Nurses, pharmacists and radiologists were more likely to need attention in the component of “self-awareness” than doctors and directors, p = 0.041.Conclusion: This study highlights the significance of emotional intelligence components, such as self-awareness, empathy, and social skills, as strengths among primary healthcare managers in Riyadh, Saudi Arabia. The findings emphasize that enhancing emotional intelligence is essential for fostering effective leadership within primary healthcare sitting.Keywords: leadership styles, emotional intelligence questionnaire, primary healthcare centers, healthcare management, transformational leadership, vision 2030