scholarly journals An Educational Program about Nursing Managers` Transformational Leadership, Conflict management Styles and Decision Making Effectiveness

2014 ◽  
Vol 3 (3) ◽  
pp. 42-56
Author(s):  
Reda Abd El-Fatah SaidAhmed Abo Gad ◽  
◽  
Safaa Mohamed El-Demerdash
2020 ◽  
Vol 74 ◽  
pp. 06011
Author(s):  
Csilla Kohlhoffer-Mizser

Worldwide, leader is the person in an organization who directs, manages and controls at least one person. The purpose of this study is to internationally examine the relationship between leadership decision-making and resolution of conflict. Author is aiming to provide a comprehensive global literature review of leadership decision-making and conflict management. Alternative dispute resolution methods are to support persons and expressly leaders with several levels of conflict solving. Author interviewed leaders through a questionnaire survey how they decide in case of conflict: do they prefer court procedure or the possibilities of alternative dispute resolution? From 124 answers the paper‘s main finding is that leaders prefer alternative dispute resolution if they can choose. Methodology is different regarding the types of leaders from different dimensions, as transformational, transactional, and laissez-faire leader dimensions. This approach treated conflict styles as individual disposition, stable over time and across situations. It is argued and supported by literature that leadership styles or behaviors remain stable over time and are expected to be significantly related to conflict management styles [1]. The Thomas-Kilmann Conflict Mode Instrument (TKI) assesses an individual’s behavior in conflict situations, in which we can describe a person’s behavior along two basic dimensions: (1) assertiveness, the extent to which the individual attempts to satisfy his or her own concerns, and (2) cooperativeness, the extent to which the individual attempts to satisfy the other person’s concerns.


1999 ◽  
Vol 27 (3) ◽  
pp. 237-245
Author(s):  
Robert Loo

This study examined Flynn and Elloy's (1987) 30-item Conflict Management Styles Inventory which taps five styles: competition, collaboration, compromise, avoidance, and accommodation. A sample of 210 management undergraduates completed the inventory and the Marlowe-Crowne Social Desirability scale (Crowne & Marlowe, 1960). Subsamples also completed the General Decision-Making Style inventory (Scott & Bruce, 1995) or the Life Roles Inventory-Values Scale (Fitzsimmons, Macnab, & Casserly, 1985). Confirmatory factor analyses supported the five scales although exploratory factor analyses and item/scale reliability analyses revealed some psychometric weaknesses. Six indexes formed from various combinations of the five styles were examined (Chanin & Schneer, 1984) as well as gender effects. All the styles and indexes were independent of social desirability. The pattern of relationships between conflict management styles and both decision-making styles and values provide some construct validity support for the Conflict Management Styles Inventory.


2018 ◽  
Vol 46 (3) ◽  
pp. 415-436 ◽  
Author(s):  
Bruce G. Taylor ◽  
Elizabeth A. Mumford ◽  
Weiwei Liu ◽  
Mark Berg ◽  
Maria Bohri

Little is known about the role of conflict management in explaining the victim–offender overlap. This article assesses the victim–offender overlap for adults (18-32) in intimate and nonintimate relationships, covering their relationship with their partner and with friends and acquaintances/strangers. Controlling for conceptually important variables, we explore whether different conflict management styles are associated with a respondent being in the victim-only, offender-only, both, or neither group (separately for verbal aggression, physical abuse for intimate and nonintimate relationships, and sexual abuse for intimate relationships). Data are from a nationally representative panel of U.S. households ( N = 2,284 respondents of whom 871 women and 690 men report being in an intimate partnership). We observed a high degree of overlap between victimization and offending across our abuse measures. We found a range of modestly consistent set of risk factors, for example, conflict management styles and self-control, for the victim–offender overlap for partner and nonpartner abuse experiences.


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