Primary dental journal最新文献

This article critically discusses the role and impact of emotional intelligence (EI) within the context of leadership in healthcare, with particular emphasis on dentistry. The content comprises an overview of the concept of EI, the importance of leadership in healthcare, the contribution of EI to leadership and measured outcomes, and the means of assessing and developing EI skills.

The industrialisation of healthcare has transformed the expectation of individualised and compassionate caring for patients into the reality of efficient and standardised processing of people to achieve organisational goals. In this way, healthcare functions like a machine that processes patients via protocols and technologies. Though this standardisation is necessary for enhancing safe and efficient operations, it can also alienate organisations and their clinicians from their core mission, turning care into a transactional endeavour. Consequently, patients must adapt to the system's needs and work to achieve its goals, adding unnecessary burden and limiting the benefits of their healing endeavour. In this opinion piece, the authors offer an alternative vision of care as the work of people who, in interaction, notice and respond to each patient's problematic human situation. Healthcare organisations must reclaim this care as its core mission, and foster environments where patients and clinicians may engage in this adaptative and responsive practice. By doing so, healthcare can fulfil its purpose: to care for all in a way that is careful and kind.

Difficult conversations are an inevitable part of dental leadership, whether addressing performance issues, managing patient expectations or navigating interpersonal conflict within the team. These high-stakes interactions often carry emotional intensity, yet few dental professionals receive formal training in how to approach them effectively. Drawing on interdisciplinary literature and practical frameworks, this article offers a perspective on how dental leaders can effectively manage difficult conversations - those that affect team culture, patient experience, and the long-term success of the practice. Five actionable strategies are presented: preparing with intention, shifting mindsets, leading with curiosity, applying patient communication techniques to team dialogue, and knowing when to seek external support. Real-world examples from clinical and educational settings illustrate how these approaches can be integrated into daily practice. As the dental profession increasingly embraces whole-person care and team-based practice, communication skills are no longer optional. By reframing difficult conversations as moments of opportunity, we position ourselves - and our teams - to lead with integrity, empathy, and resilience.

Shifting landscapes in dentistry compel professionals to reconsider their career paths. This article delves into the psychological and emotional intricacies associated with these transitions. The dissonance between personal values and organisational goals is often a catalyst to prompt change. Aided by personal reflections and published frameworks, we underscore the need for recognising emotional barriers and granting oneself permission to pursue transformation. Career transitions are often marked by crucible moments of adversity that help clarify our identity and refine our inner strength. While relishing these moments of growth is the first step, we also advocate for intentionally engaging a support network. Your career in dentistry is a journey - not a destination. Each transition is a step forward, not a detour. Embrace it with intention, courage, and love.

As dental healthcare professionals, we not only aim to improve oral function through oral health, but we can also contribute to improving peoples' quality of life and overall wellbeing. Improving wellbeing requires not only dental management, as and when clinically indicated, but also dental professionals must have an appropriate mindset and communication skills that build trust and rapport with patients. This article outlines communication techniques that general dentists can apply in their daily clinical practice to improve the wellbeing of their patients, creating a calm state and minimising patient anxiety.

Personal reflections on leadership conclude by supporting the view that effective leaders know the way, go the way, and show the way.