Nurse-Nurse Manager Conflict

Abstract

This study was conducted to determine the conflict management styles used by nurse managers when in conflict with nurses and to ascertain the differences between sociodemographic characteristics and the style used. The study was conducted on 71 nurse managers working in 3 different hospitals in Antalya (Turkey). A personal information form and Rahim Organizational Conflict Inventory II were used for data collection. The most commonly used style by nurse managers when in conflict was integrating, and the least commonly used was avoiding. There was no difference between the style used and the nurses' educational status, marital status, and years of employment. The obliging style was used the most by those 45 years and older and those with 20 years or more of management experience, whereas the avoiding style was used by nurse managers with 6 to 10 years of management experience. This study suggests that nurse managers who are older and have management experience need to be encouraged to use effective conflict management and that there is a need for further research of the subject of factors that affect conflict management style.

Role of Emotional Intelligence in Conflict Management Strategies of Nurses

“…The most important causes of conflict among nurses are differences in management strategies, the perceptions of employees, staff shortages, differences in objectives, and competition between working groups. Some of the most important sources of conflict in nursing settings are limited staff resources in the unit, resulting in higher levels of stress, differences in goals among work groups, and disagreement between the leaders' or head nurses' demands and the subordinates' or staff nurses' own orientation and staff perspectives [3,4]. In addition, antecedents of conflict in nursing work environments are individual characteristics (differences in values, demographic dissimilarity), interpersonal factors (lack of trust, injustice or disrespect, inadequate or poor communication), and organizational factors (interdependence, changes due to restructuring) [5].…”

“…In healthcare organizations, ineffective conflict management causes unhealthy working conditions, power games, patient dissatisfaction, a reduction in the quality of care, and an increase in healthcare costs [3]. All conflicts, whether they are functional or not, are essentially emotional because conflicts arise from individuals' or groups' perception of threats to their agendas [6].…”

The nature of a nurse’s workplace and their attitude towards learning communicative competence — a representative study of Polish nurses’ population

“…It is especially important bearing in mind that effective communication between therapeutic team members (e.g. nurse, doctor), and the patient and their family is vital in order to provide high-quality medical care [7][8][9][10]. Effective communication conditions not only obtaining all crucial information of key importance in the context of diagnostics and treatment but also enables determining the patient's expectations towards medical care.…”

Selection, Recruitment and Training of Nursing Managers in Hospitals: A Comparative Study

“…In Turkey, the selection is carried out through the advisory role of professional associations and nursing system in the country (19). In this country, temporary committees are considered to provide services to qualified staff; it is periodically formed to examine different angles of eligibility and responsibilities (20,21).…”