Leadership style and choice of strategy in conflict management among Israeli nurse managers in general hospitals

Tova Hendel*, Miri Fish, Vered Galon

*Corresponding author for this work

Research output: Contribution to journalReview articlepeer-review

78 Scopus citations


Aims: To identify conflict mode choices of head nurses in general hospitals and examine the relationship between leadership style, choice of strategy in handling conflicts and demographic characteristics. Background: Nurse managers deal with conflicts daily. The choice of conflict management mode is associated with managerial effectiveness. The ability to creatively manage conflict situations, towards constructive outcomes is becoming a standard requirement. Methods: Head nurses (N = 60) in five general hospitals in central Israel were surveyed, using a 3-part questionnaire: The Thomas-Kilmann Conflict Mode Instrument, the Multi-factor Leadership Questionnaire, Form 5X-Short (MLQ 5X) and demographic data. Results: Head nurses perceive themselves significantly more as transformational leaders than as transactional leaders. Compromise was found to be the most commonly used conflict management strategy. Approximately half of the nurses surveyed used only one mode in conflict management. Transformational leadership significantly affected the conflict strategy chosen. Conclusion: Head nurses tend to choose a conflict-handling mode which is concerned a form of a Lose-Lose approach. Preparation in conflict management should start from undergraduate education.

Original languageEnglish
Pages (from-to)137-146
Number of pages10
JournalJournal of Nursing Management
Issue number2
StatePublished - Mar 2005


  • Conflict
  • Conflict management
  • Conflict mode
  • Leadership style


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