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Mansoura Nursing Journal (MNJ)
vol.2 No.2 ISSN:18235-2015
LEADERSHIP STYLES AND CONFLICT MANAGEMENT
STRATEGIES OF HEAD NURSES AT MANSOURA
UNIVERSITY HOSPITAL
1 2 3
Amira A Ibrahim, Ahlam M El-Shaer , Neamat M El-Sayed
1, 2 3
Nursing Administration, faculty of Nursing,Mansoura University, Damanhour University
e-mail dr_ami_2011@yahoo.com
Abstract:
Introduction: Nowadays, hospitals are operating in a turbulent environment where
organizations and institutions are searching for measures that will allow them to improve
their performance and competitiveness. The achievement and stability of an organization
depends on the ability of conflict recognition and the competency of leaders in managing
conflict at workplaces Aim: Investigate relationship between leadership styles and conflict
management strategies of head nurses at Mansoura University Hospital. Design: descriptive
design. Setting: Mansoura University hospital. Subjects and methods: The total study
sample composed of 90 head nurses. Data was collected by using Multi factor Leadership
Questionnaire (MLQ) and Rahim Organizational Conflict Inventory -II (Rahim, 2010,
1983) .Results: revealed that there was statistically significant correlation between
integrating, obliging and compromising conflict strategies practice with three leadership
styles (P<0.05).There was diversity of using three leadership styles among head nurses
sample based on different situations. The highest degree of opinion score related to practice
of transformational leadership followed by laissez faire .The integrating strategy has the
highly degree of practice followed by obliging. Recommendation: Encourage open
discussion and effective communication policy, implementing educational program on
conflict management strategies and leadership styles. Periodically check up for staff needs
and problems and conduct an organizational conflict assessment. Good understanding of
the strengths and weaknesses of the nursing team members in order to improve relations
and manage conflict successfully. Promote critical thinking and the scientific method to
solve problems by providing opportunities for staff nurses to express their opinion and
participation in the development of new ideas and non-traditional solutions to improve
performance.
Key Words: leadership Styles, Conflict Management Strategies, Head Nurses.
Introduction:
The dynamic and uncertain nature of workplace and provide optimal care to
(2).
health care environment requires nursing patients
managers to be competent leaders in order Leadership style defined as the broad,
to respond to clients' needs. The role and characteristic way in which a leader
influence of leadership are becoming interacts with others in various situations.
increasingly important in today's complex There are different leadership styles as
and continually changing health care transformational, transactional and
(1) (3)
organizations . Leader must be able to Laissez-faire leadership style .
employ various leadership skills, such as Transformational leadership includes
effective direction, meeting current health five components which are charisma,
care challenges and managing conflict to idealized influence inspirational,
maintain a smoothly functioning intellectual stimulation ،individual
(4).
consideration
Amira A Ibrahim et. al.
Transactional leadership is defined by settings. Their total numbers was 90
different elements. Contingent reward, head nurses.
management-by-exception (active, -Tools of data collection:-
passive) finally, the absence or avoidance The first tool: Multi factor Leadership
of any leadership behaviors is termed Questionnaire (MLQ) developed by Bass
(5).
laissez-faire leadership & Avolio 1995, which includes three parts.
Leadership style and choice of conflict Part one includes personal characteristics.
management strategies strongly influence Part two describes three leadership styles
outcomes of a conflict. The ability to namely transformational, transactional and
creatively manage conflict in the laissez faire leadership styles. Part three
organization is becoming a standard includes leadership outcomes namely extra
(4)
requirement for effective leader . effort, satisfaction and effectiveness.
Conflict is the disagreement between at The Second tool: Rahim Organizational
least two persons or groups on specific Conflict Inventory -II (Rahim, 2010,
issues, or it is a processing which one 1983). Includes two parts, Part one: that
party perceives that its interests are being describes nature and reason of the
opposed or negatively affected by another conflicts. Part two: that describes Conflict
(6).
party It classified to intrapersonal, management strategies.
interpersonal, intra-group, and Scoring system: MLQ measured on a
(7).
intergroup five point Likert scale ranged from 1= not
Conflict management strategy is a at all to 5= always.
multidimensional concept that consists of Rahim Organizational Conflict Inventory
five styles of conflict management -II measured on 5–point Likert scale
including integrating, obliging , ranged from 1 strongly disagree to 5
dominating, avoidant, and compromising strongly agree.
(8)
. Statistical Analysis
When leaders handle conflict effectively, Data entry and statistical analysis were
problem solving increases, interpersonal done using Statistical Package for Social
relationships become stronger, and stress Science (SPSS), version 16.0. Data were
(9)
surrounding the conflict decreases . presented using descriptive statistics in the
Aim of study: form of frequencies and percentages for
The aim of the current study is to qualitative variables, and means and
assess the relationship between leadership standard deviations for quantitative
styles and conflict management strategies variables. Chi- Square (χ2) test was used
of head nurses at Mansoura University to test association between variables. F
Hospital. value of ANOVA test was calculated.
Subjects and methods: Correlation coefficient(r) test was used to
-Study Design: - A descriptive design was test the closeness of association between
used to carry out this study. two variables. Statistical significance was
-Setting:- considered at p-value <0.05 while, p-value
The study will be carried out in Main of <0.001 indicates a high significant
Mansoura University Hospital, which result.
has a bed capacity 1800 beds. Results:
- Subjects:- Table (1): Demographic characteristics
The study sample included all head of the head nurses at Mansoura University
nurses available at the time of data Hospital. This table shows that more than
collection in the previously mentioned half of head nurses 57.8% were below the
age 31years old, while small percentage
2
LEADERSHIP STYLES AND CONFLICT MANAGEMENT STRATEGIES etc…
6.7% were in age group > 40 years old. (18.13±5.57) followed by dominating and
Regarding educational qualification, most compromising (14.4% and 6.7%)
of them 83.3% having a bachelor’s degree, respectively .
while 4.4% of head nurses having master Table (4): Relation between practice of
degree. Concerning marital status, high transactional leadership style and conflict
percentage of them 77.8% were married, management strategies as perceived by
while small percentage 2.2% are widow head nurses at Mansoura university
and divorced. The table also illustrate that hospital. The table show that statistically
approximately less than half of studied significances relationship between
sample 44.4% having professional integrating strategy practice and practice
experience less than 6 years, and 31.1% of transactional leadership style (p=
having >10 years of experience. 0.002*).
Table (2): Mean scores of leadership Table (5): Relation between practice of
styles as perceived by head nurses at transformational leadership style and
Mansoura University Hospital . conflict management strategies as
Contingent reward as a component of perceived by head nurses at Mansoura
transactional style had the highest mean university hospital. From the table,
score (mean= 15.42±3.03) while, statistically significances relationship
management by exception (active) had the between integrating, obliging practice and
lowest score (mean = 14.73±2.80). practice of transformational leadership
Regarding to transformational style, the style (p= 0.002*, 0.001*) respectively.
idealized influence achieved the highest Table (6): Relationship between
score (mean =30.51±5.11). Individualized practices of laissez faire leadership styles
consideration achieved the lowest score and conflict management strategies as
(mean =14.79±2.70) significantly lower perceived by head nurses at Mansoura
than three components. As laissez faire university hospital.
leadership style had 15.73±3.05 mean The table shows that statistically
score, while the total mean score was significances relationship between
136.15±19.73. integrating, obliging and avoiding practice
Table (3): Mean scores of conflict and practice of laissez faire leadership
management strategies practice as style (p=0.001*, 0.001*& 0.005*)
perceived by head nurses at Mansoura respectively.
University Hospital . Table (7): Correlation between
According to the table, integrating leadership styles and their practice of
strategy has the highly degree of opinion conflict management strategies as
scores (85.6%) of head nurses with mean perceived by head nurses at Mansoura
score (28.83±3.68 ) followed by obliging university hospital.
and dominating (73.3%, 62.2%) The result shows statistically significant
respectively with mean score (23.83±2.88 correlation between integrating, obliging
&17.72±5.29) respectively ,while and compromising conflict strategies
avoiding strategy has the lowest degree of practice with three leadership styles
opinion scores (21.1%) with mean score
3
Amira A Ibrahim et. al.
Table (1): Demographic characteristics of the head nurses at Mansoura University Hospital
The head nurses
Variables (n=90)
N %
Age (years):
20- 52 57.8
31- 32 35.6
>40 6 6.7
Range 20-46
Mean±SD 27.87±6.19
Educational qualification:
Nursing diploma 6 6.7
Bachelor degree 75 83.3
Bsc degree +diploma 5 5.6
Master 4 4.4
Marital status:
Single 18 20.0
Married 70 77.8
Divorced 1 1.1
Widow 1 1.1
Experience years:
1- 40 44.4
6- 22 24.4
>10 28 31.1
Range 1-16
Mean±SD 7.20±3.88
Table (2): Mean scores of leadership styles as perceived by head nurses at Mansoura
University Hospital .
Upper Head nurses (n=90)
Leadership styles &lower limit
Range Mean±SD
Transactional leadership style:
a-Contingent reward (4-20) 5-20 15.42±3.03
b-Management by exception(active) (4-20) 8-20 14.73±2.80
c-Management by exception (passive) (4-20) 4-20 15.08±3.04
Total (12-60) 17-60 45.23±7.52
Transformational leadership style:
a-Idealized influence (8-40) 12-40 30.51±5.11
b-Inspirational motivation (4-20) 8-20 14.88±2.55
c-Intellectual stimulation (4-20) 6-20 15.01±2.81
d-individualized consideration (4-20) 6-20 14.79±2.70
Total (20-100) (32-100) 75.19±10.82
(4-20 ) 6-20 15.73±3.05
laissez faire leadership style
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