LEADERSHIP AND CONFLICT MANAGEMENT STYLES AMONG NURSE MANAGERS IN SAUDI ARABIA

Abstract

Background: Leaders who can accelerate progress will strengthen the sense of purpose to inspire employee optimism and excitement. It is therefore necessary for a leader to demonstrate faith in stressing important values and to go as an organization, achieved only when they are shared. Conflict among nurses has been recognized as an extremely important issue within health care settings throughout the world. At present, nurse managers' studies to resolve conflicts in their practice are characterized by reports from Western countries. A main approach for conflict management will be to define the conflict management style. Objective: The objective of this research was to determine the prevalence of leadership styles and styles of conflict management and their correlation among Nursing Care Staff from Northern part of Saudi Arabia. Design: A descriptive correlational and quantitative design was used in the study Patient: A total of 91, male (n=33) and females (n=58) nursing leaders were included in the present study from seven different location of Northern part of Saudi Arabia (based on response rate). Method: For the quantitative study, the shortened form of Multifactor Leadership Questionnaire, Form 6-S (MLQ6S) was used. This instrument is referred to as the world's most requested and well researched and validated leadership tool and is applied to a wide variety of organizational environments as well as to leaders of various cultures. Results: The 21 items in the MLQ displayed strong internal consistency as determined by the alpha of a Cronbach of 0.77. KMO and Bartlett 's test value was 0.64 which proves that the sample size of 91 is adequate. The MLQ score was little higher in males as compared to female nurses but there was no significant difference. The number of nurses participating in this study was ninety-one (n = 91), out of which 63.7% (n = 58) were females and 37.3% (n = 33) were males. Based on the nursing experience, the MLQ score was highest in experienced nurses having experience of more than 15 years followed with nurses having an experience of 11-15 years. There was no significant difference in any of the leadership style on comparing the male nurses with the female nurses. In chief nurse manager the MLQ score seems to be highest reaching MLQ score of 55. While all five-conflict management methods were used by nursing leaders to resolve disputes with their colleagues, the nurse managers were most likely to use an integrated conflict management style, followed in rank order by avoiding, compromising, competing, accommodating, and collaborating. Avoiding, competing and accommodating were found to be followed at high level. Further, competing and compromising were also reported to be practiced at moderate level. Finally, low level of collaborating was presented in nursing leaders. Transformational leadership style, idealized influence was found to positively correlated with inspirational motivation, contingent reward, management-by-exception and laissez-faire leadership style. Contingent reward was positively correlated with laissez-faire leadership and the level was statistically significant. The transactional leadership style, management-by exception was significantly and positively with laissez-faire leadership style and negatively correlated with compromising and avoiding score. Recommendation: Diligent policies and initiatives are required to enhance the working environment of nurses.