By Kristen Hopf
Metacognition, the process of thinking about one’s own thinking, is a crucial skill in healthcare leadership. Melissa “Missy” Terlecki, PhD, dean of the School of Professional and Applied Psychology at PCOM, says that in an era where self-awareness and emotional intelligence are becoming vital tools for effective leadership, metacognition bridges these strengths. By combining metacognition with holistic care and empathy, healthcare professionals can bolster their leadership abilities—especially within osteopathic principles that emphasize treating the whole person.
In health care, leaders may face complex situations where decisions must be made quickly and effectively. Metacognition allows leaders to assess their thought processes in real time, enabling them to recognize when it’s necessary to delegate to others or seek alternative solutions. This adaptability not only improves decision-making but also fosters a culture of self-awareness among healthcare teams.
You can’t grow as an individual if you’re not self-aware. You need to recognize what you’re good at, but also what you’re not good at. Learning self-awareness and metacognition requires regular practice and integration.
Melissa “Missy” Terlecki, PhDDean, School of Professional & Applied Psychology
A physician in the midst of an emergency situation, for instance, must quickly and acutely assess the needs of the patient. Drawing on their expertise, they can execute the necessary skills to address the situation—confident in their success because of a holistic awareness of the current environment and their own abilities.
“Metacognition is more than mindfulness—it’s about decision-making and efficiency,” Terlecki said. “Leaders need to quickly adapt to new information, process challenges on the fly, and know their own strengths and limits. Sometimes, being aware of when to delegate is just as important as having the knowledge.”
This understanding of metacognition can transform leadership by ensuring that leaders remain conscious of their mental processes, strengths, and areas for growth, while also highlighting that self-awareness and metacognitive skills can be learned and cultivated through continuous practice.
“You can’t grow as an individual if you’re not self-aware. You need to recognize what you’re good at, but also what you’re not good at,” Terlecki said. “Learning self-awareness and metacognition requires regular practice and integration.”
By regularly engaging with self-awareness exercises, leaders can develop the adaptability and cognitive flexibility needed to navigate the complexities of healthcare leadership.
Closely linked to metacognition is the skill of emotional intelligence. In high-stress environments like health care, empathy allows leaders to effectively connect with both patients and staff on a deeper level. Without emotional intelligence, however, empathy can lead to vicarious trauma or emotional exhaustion.
“Empathy is a double-edged sword. It helps leaders build trust and rapport, but it can also lead to burnout if it’s too intense,” Terlecki said. “Leaders must read themselves and others accurately, tempering their reactions and making well-considered decisions.”
Metacognition and empathy align naturally with osteopathic principles—particularly the holistic approach to care. This whole-person approach helps leaders stay aware of their own cognitive processes while being attuned to those around them, promoting a more empathetic and effective environment.
For instance, a patient recovering from a debilitative injury must now reassess their altered skills and abilities—a challenging process, especially if certain abilities have been lost. Both mental healthcare providers and physicians can support individuals in reevaluating their current strengths to move forward and adapt. This self-awareness is advantageous to both caregivers and those in their care.
“Developing these skills can lead to better patient outcomes and stronger, more resilient leaders in the healthcare industry,” Terlecki said.
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