D024 Reflection Paper.docx D024 Using Power Skills to Handle Difficult Situations College of Health Professions, Western Governors University Using Power Skills to Handle Difficult Situations Working in a leadersh
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D024 Reflection Paper.docx D024 Using Power Skills to Handle Difficult Situations College of Health Professions, Western Governors University Using Power Skills to Handle Difficult Situations Working in a leadership role as a RN will require the use of our skills to manage a difficult situation. Depending on each individuals skill set will determine how that person will manage the situation. In order to improve reactions to these situations, professional nurses will need to understand social and emotional intelligence. Emotional intelligence is understanding your own emotions before reacting in order to respond appropriately. There are five Social and Emotional Power skills listed in Professional Presence and Influence: Unit 4. They are self- awareness, self-management, interpersonal communication, executive functions and social awareness (Western Governors University, 2021). The mastery of these five power skills will create less stress and improve the ability to handle these difficult situations. Describe, using scholarly sources, how advanced professional nurses can manage difficult workplace situations by using each of the following social and emotional intelligence power skills: Power Skills Self-Awareness By being self-aware, the professional nurse understands his or her personality, feelings and motivations. It is also being mindful of reactions to situations and being aware how you are presenting yourself in the workplace. When dealing with a difficult situation at work, identifyin. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . .
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