Journal of Values-Based Business: 2024

By Dr. David Barron
In the United States over the past twenty years, nurses have had the highest ethical rating among a
diverse list of professions. Yet the physical, emotional, and psychological job demands have taken
a toll in the field of nursing and have made this group of professionals susceptible to the deleterious
effects of compassion fatigue. This article attempts to define the causes, address the consequences,
and contemplate concrete answers addressing compassion fatigue that will be beneficial for both the
nursing community and the healthcare system. The lines of communication between both groups
must be open whereby real solutions are solicited in a collaborative environment that will magnify
the positive aspects of the Professional Quality of Life (ProQoL) for nurses who work in a field that
relies on compassion and other meaningful attributes for the patients they serve.

By Dr. Nathaniel Holloway and Dr. Tammy Holloway
Incorporating emotional intelligence training into managerial development efforts resulted in a
notable 13% decrease in employee turnover. The Delphi study addressed a critical gap, revealing
that many small utility companies lack a structured emotional intelligence training program for their
managers. Employing Goleman and Mayer's framework as the theoretical foundation, the study
analyzed participant responses across three rounds of questioning. Eligible participants, possessing
at least three years of managerial experience coupled with human resource expertise, were recruited.
Through iterative rounds of inquiry involving 18 participants, thematic codes were developed,
indicating evolving perspectives. The panel achieved a robust consensus against the efficacy of
emotional intelligence training for managers, with a weaker consensus regarding potential
participation in companywide initiatives. These findings underscore the imperative of implementing
emotional intelligence training within small utility companies, thereby facilitating positive social
change.

By Dr. George Bertrand
The current state and future prospect of effective leadership in U.S. business based on behavioral
characteristics is examined in this study. Considering leadership style from the paradigm of
socioanalytic theory, as opposed to the psychoanalytic postulate, these theorists posit that humans
are simultaneously driven by the desire to get ahead, get along and find meaning in life as a function
of communal interaction. Existing studies most typically examine these competing drives and
competencies amongst business leaders independently when explaining behavioral characteristics.
In this research they are examined interdependently, addressing a gap in the literature. The
population sample for the study is from one retail company, one hundred and thirty managers,
randomly selected by the subject company as participants. This archival data was analyzed to
determine the predictive value of personality, characterized by the drive to acquire authority, on trait
emotional intelligence. The synthesis of the data suggests that the ability to lead, predicated on
emotional intelligence/transformational leadership style, was lower where drive to succeed was
higher. A proffered conclusion is that because the drive for power and authority is inherently high
amongst business leaders, their default behavior is less likely to include essential levels of emotional
intelligence. Testing for emotional intelligence, character, and personality disorders are prescribed
for practitioners to not only gauge competencies within the organization but to also avoid high risks
of derailment for new management hires. Immersive emotional intelligence training for all leaders,
current and future, is recommended.