paraphrase of 2500 worsds

المملكة العربية السعودية

وزارة التعليم

جامعة المجمعة

كلية التمريض

The Impact of Emotional Intelligence on Conflict Resolution among Nurses Managers in Qassim Region, Saudi Arabia

Prepared By

………………………………

ID:

………………………………….

Supervised By:

…………………………………..

Master of Science in Nursing

Major in

Leadership and Management

College of Nursing

Majmaah University

Chapter 1: Introduction

Background

In the highly demanding and fast-paced environment of modern healthcare, nursing departments face constant operational challenges, rapid clinical changes, and complex interpersonal dynamics. To maintain organizational harmony and ensure the delivery of high-quality patient care, nursing leaders must possess skills that go far beyond standard technical competencies. Recently, emotional intelligence (EI)—defined as the capacity to recognize, understand, manage, and constructively utilize emotions in oneself and others—has emerged as a foundational element of effective clinical leadership. Empirical evidence underscores that a nurse manager's emotional maturity directly dictates how everyday workplace activities are handled. For example, Oweidat et al. (2024) demonstrated a direct relationship between high levels of emotional intelligence among nursing staff and a measurable increase in the overall quality of healthcare delivered to patients. Furthermore, emotionally intelligent leadership serves as a protective barrier against systemic workplace stressors. Abou Hashish (2024) noted that higher emotional intelligence acts as a crucial protective resource against professional stress, directly equipping nursing professionals with the psychological stamina required to navigate structural challenges.

Within the Kingdom of Saudi Arabia, the ongoing digital and operational transformations under Vision 2030 have placed immense pressure on nursing leaders to adapt to shifting organizational models. This transformational era requires female nursing leaders and administrators to cultivate high levels of emotional awareness to maintain stability during widespread structural reforms (Almadani & Alamri, 2024). Historically, Saudi nursing leaders with well-developed emotional intelligence have demonstrated a strong capacity for authentic leadership, creating a transparent, ethical, and highly collaborative workplace culture (Alshammari et al., 2020). Moreover, a nurse manager's emotional competence significantly influences the structural and psychological empowerment felt by frontline staff, which directly fosters professional autonomy and workplace trust (Albuqami et al., 2020).

When nursing leaders fail to regulate emotional undercurrents, the consequences manifest through widespread institutional vulnerabilities. Nurse managers with low emotional intelligence often struggle to mitigate workplace burnout, resulting in decreased organizational commitment and heightened turnover intentions among critical staff (Alenazi et al., 2026; Altalhi & Alilyyani, 2025). Conversely, strong emotional capabilities among administrators are consistently linked to superior clinical performance and safer patient environments (Aljanfawi et al., 2026; Alhakami & Baker, 2025). Because conflict is a natural outcome of diverse clinical teams working under high pressure, understanding how emotional intelligence impacts a manager's choice of conflict resolution strategies is essential.

This study explores these dynamics within the specific context of governmental hospitals in the Qassim Region, Saudi Arabia, evaluating how emotional capacity transforms traditional dispute management into constructive, collaborative organizational growth.

Statement of the Problem

Despite widespread awareness regarding the benefits of emotional maturity, healthcare facilities across Saudi Arabia continue to experience substantial operational disruptions rooted in poorly managed workplace conflicts and professional distress. Local empirical data highlights a persistent deficit in consistent emotional regulation among nursing staff and leaders. For instance, Alhakami and Baker (2025) identified varying levels of emotional intelligence among hospital nurses in Jeddah, revealing that gaps in emotional clarity directly weaken team cohesion. When administrative figures lack adequate emotional coping mechanisms, clinical performance degrades rapidly, leaving healthcare teams vulnerable to severe professional burnout and emotional exhaustion (Alenazi et al., 2026). This emotional strain directly triggers high turnover intentions among specialized personnel, particularly within high-stakes environments such as emergency departments, thereby destabilizing institutional continuity (Altalhi & Alilyyani, 2025).

Furthermore, the lack of emotionally intelligent leadership restricts the professional growth of subordinate staff, as low emotional capacity in head nurses directly hinders the psychological and structural empowerment of their teams (Albuqami et al., 2020). While existing literature confirms that emotional competence can significantly reduce stress and improve the quality of patient care (Abou Hashish, 2024; Oweidat et al., 2024), there remains a critical geographic and contextual gap in current research. Most existing Saudi Arabian studies are confined to major metropolitan hubs like Jeddah, Hail, or Riyadh (Alhakami & Baker, 2025; Aljanfawi et al., 2026; Alshammari et al., 2020), completely overlooking the unique regional administrative structures, demographic variations, and localized workplace subcultures within the Qassim Region. Without localized data, hospital administrators in Qassim lack the targeted empirical insights necessary to design effective leadership development programs. This study addresses this exact gap by investigating the impact of emotional intelligence on conflict resolution strategies among nurse managers working specifically within governmental hospitals in the Qassim Region.

Aims and Objectives

The primary aim of this study is to examine the impact of emotional intelligence on conflict resolution strategies among nurse managers working in governmental hospitals within the Qassim Region, Saudi Arabia.

The specific objectives of the research are as follows:

1. To assess the level of emotional intelligence among nurse managers in governmental hospitals within the Qassim Region.

2. To identify the primary conflict resolution strategies preferred and utilized by these nurse managers when handling workplace disputes.

3. To determine if a statistically significant relationship exists between a nurse manager's level of emotional intelligence and their chosen conflict resolution strategy.

4. To examine whether demographic variables (age, years of experience, or educational background) significantly influence the levels of emotional intelligence or conflict resolution styles among the sampled nurse managers.

Chapter 2: Literature Review and Framework

Research extensively investigates the interplay between emotional intelligence—the ability to identify, understand, and regulate emotions—and the choice of conflict management strategies, which range from positive collaboration to passive avoidance.

Alanazy and Alzamil (2026) aimed to evaluate how emotional intelligence influences the conflict resolution techniques utilized by Saudi nurse managers. Utilizing a quantitative, correlational, cross-sectional approach, the researchers surveyed a convenience sample of 500 Saudi nurse managers across five geographic regions in Saudi Arabia, collecting online responses from the Vanderpol Emotional Intelligence Scale and the Rahim Organizational Conflict Inventory-II. The findings demonstrated that most managers possessed a moderate level of emotional intelligence, with collaboration and compromise serving as their most frequently deployed resolution styles, while competing was used the least. Crucially, emotional intelligence was found to have a significant positive relationship with all conflict management styles, suggesting that enhanced emotional maturity allows leaders to adaptively navigate disputes.

Ahmed Atawia et al. (2025) shifted the analytical focus toward structural dynamics by examining the relationship between head nurses' emotional intelligence and the structural and psychological empowerment levels of their subordinate staff. This descriptive correlational study gathered data from 32 head nurses and 300 staff nurses using specialized emotional intelligence and empowerment instruments. The empirical results revealed that both the head nurses' emotional intelligence and the staff nurses' psychological and structural empowerment hovered at moderate levels, showcasing a statistically significant positive correlation between a leader's emotional maturity and the workplace empowerment felt by subordinates.

Mohamed Abdelrahman et al. (2023) focused on the developmental roots of these professional competencies by assessing emotional intelligence practices and their relationship to conflict resolution styles among academic nursing students. This descriptive correlational study sampled 641 baccalaureate nursing students at the Faculty of Nursing within Suez Canal University in Egypt, utilizing the Wong and Law Emotional Intelligence Scale alongside the Rahim Organizational Conflict Inventory. The analysis indicated that over half of the participants maintained a high level of emotional intelligence practice, and the vast majority predominantly favored a compromising style during disagreements, while competing was rarely embraced. A statistically significant correlation was identified between emotional intelligence and adaptive conflict styles.

Assi and Eshah (2023) explored these dynamics among active administrators to clarify the predictive power of emotional maturity, investigating nurse managers' emotional intelligence levels, conflict resolution styles, and the underlying associations between them. Employing a cross-sectional descriptive design, the researchers recruited a convenience sample of 197 nurse managers from five public and two university hospitals. Their findings revealed that while average emotional intelligence scores varied, a substantial 40% of the managers suffered from low levels of work-related emotional maturity; nevertheless, integrating was the most frequent conflict approach, and avoidance was the least. The study established that higher emotional intelligence significantly predicted the use of constructive integrating and compromising strategies, illustrating that managers who possess strong emotional control are far better equipped to actively seek mutually beneficial solutions rather than evading workplace friction.

Aseery et al. (2023) contributed an alternative perspective within the Saudi context by investigating the relationship between emotional intelligence and conflict management strategies specifically from the viewpoint of head nurses. This quantitative, cross-sectional correlational study evaluated a census-based sample of 210 experienced head nurses working across 21 Ministry of Health hospitals in the mountainous Aseer region, using an Arabic-translated Trait Emotional Intelligence Questionnaire and a conflict style tool by Martins et al. Interestingly, the results showed that while the head nurses possessed an average level of emotional intelligence and a high level of conflict management implementation, no overall statistical correlation existed between the two main variables. However, subscale analysis unveiled a complex landscape: emotionality correlated negatively with conciliation and collaboration, whereas a significant positive relationship emerged between cooperation and personal well-being.

Nasr (2020) examined administrative behavioral patterns by describing the specific conflict management strategies used by various tiers of nurse leaders when dealing directly with their subordinates. This descriptive cross-sectional study was conducted at the European Gaza Hospital and the Nasser Medical Complex, capturing a convenience sample of 85 nursing ward managers, supervisors, and executive directors. Through a self-administered 28-item Likert-scale questionnaire, the data indicated that collaborating was the most preferred resolution strategy at 72.6%, closely followed by compromising at 70.4%, while competing was the least utilized approach at 61.6%.

Al-Hamdan et al. (2019) provided a foundational regional anchor by examining the direct impact of both demographic variables and emotional intelligence on the conflict management choices of Jordanian nurse managers. Utilizing a descriptive correlational research design, the authors surveyed a sample of 248 nurse managers across various healthcare institutions. The empirical findings demonstrated that the integrating style was the most widespread choice among the managers, whereas dominating was the least utilized, with conflict preferences differing significantly based on institutional types and accumulated years of clinical experience.

Research Gap

A critical evaluation of the above studies reveals a vital research gap that establishes the novelty of the upcoming study. While the existing literature thoroughly validates the importance of emotional intelligence, it exhibits clear limitations in geographical scope, sample specificity, and contextual application. Methodologically, previous studies either spread their focus across massive multi-regional samples like Alanazy and Alzamil (2026), or targeted entirely different demographics such as academic students in Egypt (Mohamed Abdelrahman et al., 2023) and staff empowerment rather than direct conflict resolution (Ahmed Atawia et al., 2025).

Furthermore, where localized Saudi Arabian research does exist, it is isolated to specific territories with unique operational characteristics, such as the Aseer region study by Aseery et al. (2023), which yielded anomalous, non-correlated results that contradict global trends. No study has isolated the unique administrative climate of the Qassim Region.

The current cross-sectional questionnaire study addresses this gap by providing an empirical evaluation centered exclusively on nurse managers within governmental hospitals in the Qassim Region. This localized approach captures distinct regional management cultures, institutional workflows, and demographic structures that larger, generalized studies overlook, ensuring that the resulting strategies are directly applicable to local healthcare leadership.

Chapter 3: Methodology

Study Design

This research utilizes a quantitative, cross-sectional correlational design. This framework is ideal for this study because it allows the investigator to examine and measure the relationship between two primary variables—emotional intelligence and conflict resolution strategies—at a single point in time.

Setting

The study will be conducted within the governmental hospitals managed by the Saudi Ministry of Health (MOH) in the Qassim Region, Saudi Arabia. This specific clinical environment features a fast-paced, high-stakes atmosphere where nurse managers must coordinate diverse healthcare teams, handle fluctuating patient loads, and manage resources under the operational standards of the Ministry of Health.

Sampling

To gather accurate data from the target population, this study applies a non-probability, purposive sampling technique combined with a complete census approach. Because the total research population across the eligible Ministry of Health facilities in the Qassim region consists of exactly 200 nurse managers, the researcher will invite the entire population to participate rather than drawing a smaller sub-sample.

Inclusion Criteria:

The sample includes both male and female head nurses or active nurse managers who possess at least one full year of continuous administrative or managerial experience within their clinical units. This ensures that the participants have faced enough frontline operational conflicts to accurately answer the survey.

Exclusion Criteria:

Top-tier executive nursing directors, general nursing supervisors, and any newly appointed head nurses with less than one year of management experience are excluded from the pool to keep the focus strictly on unit-level frontline leadership.

Data Collection Instrument

Data will be gathered using a three-section, self-administered online questionnaire adapted from validated historical frameworks.

Section 1: Socio-Demographic Profile

Developed to capture critical personal and professional traits, including age, gender, nationality, marital status, number of children, monthly income, educational level, years of experience, and assigned hospital department.

Section 2: Trait Emotional Intelligence Questionnaire (TEIQue-SF)

Adopted from Petrides (2007), this 30-item short-form instrument evaluates global trait emotional intelligence across five specific domains: emotionality (8 items), sociability (6 items), well-being (6 items), self-control (6 items), and global trait EI (4 items).

Scoring System: Items are scored using a 7-point Likert scale, spanning from 1 (completely disagree) to 7 (completely agree).

The tool includes reverse-scored items (where a response of 7 becomes 1, 6 becomes 2, etc.) to control for response bias. An overall global mean score is determined by averaging all 30 items.

Section 3: Conflict Management Strategies Questionnaire

Adopted from Martins et al. (2020), this 15-item tool measures five specific subscales of conflict resolution (3 items per subscale): abstention, accommodation, imposition, conciliation, and collaboration.

Scoring System: Responses are tracked via a 3-point frequency scale, scored as follows:

· 1 = Rarely / Never

· 2 = Frequently

· 3 = Always

The total mean score is calculated across all 15 items, and separate mean scores are computed for each individual subscale to determine the primary strategy used.

In the foundational study by Aseery et al. (2023), the Arabic-translated versions of these tools achieved excellent internal consistency, yielding Cronbach’s alpha coefficients of 0.879 for the emotional intelligence domain and 0.866 for the conflict management strategies scale.

Data Collection Procedures

The data collection process will be systematically executed following official administrative permissions. The researcher will initially visit or communicate directly with the Director of Nursing at each participating governmental hospital in the Qassim region. During these meetings, the researcher will introduce themselves, thoroughly outline the main aim, steps, and institutional importance of the research project, and request cooperation.

Once administrative support is cleared, a specialized online survey link hosting the digital questionnaire will be distributed directly to the target nurse managers via internal communication networks or institutional email lists. To accommodate the busy schedules of clinical coordinators and maximize the completion rate of the 200 managers, the electronic questionnaire access link will remain actively open for responses for a period of exactly two months. The primary investigator will provide clear contact channels, including a professional email address and phone number, directly on the survey interface to handle any technical inquiries or tool clarifications requested by participants during the collection phase.

Ethical Considerations

Formal ethical clearance will be secured from the institutional review board (IRB) and the relevant health affairs ethics committees prior to launching the survey. Prospective participants will be presented with a detailed overview of the study’s purpose, risks, and benefits on the opening page of the digital portal. Mandatory, voluntary electronic informed consent must be explicitly checked and granted by the manager before any survey items are unlocked.

The study design is fully anonymous. No personal identifier data, including names, employee IDs, specific facility names, or digital tracking elements (such as IP addresses), will be gathered.

Participation in this study carries zero personal, financial, or professional risk to the nurse managers. All accumulated survey responses will be compiled and held securely by the primary researcher within an encrypted, password-protected digital folder to safeguard data confidentiality and prevent unauthorized access.

Data Analysis

Statistical processing will be performed using SPSS Version 24. Categorical demographic characteristics will be summarized via descriptive statistics, including frequencies and percentages. Mean scores and standard deviations will be calculated to identify baseline emotional intelligence tiers and preferred conflict strategy subscales. Inferential statistics, including independent sample t-tests and one-way ANOVA, will evaluate variations in scores across demographic groupings. Finally, the Pearson correlation coefficient (r) will be used to determine the direction and significance of the relationship between emotional intelligence domains and active conflict resolution strategies, with a significance threshold set at P < 0.05.

References

Abou Hashish, E. A. (2024). Examining the role of self-efficacy, emotional intelligence and conflict management styles as protective resources against stress among student nurses.  Evidence-Based Nursing, ebnurs-2024.‏

Ahmed Atawia, F., Hassan Mostafa, W., & Yousef Al-Hanafy, E. (2025). The Relationship between Head Nurses' Emotional Intelligence and Staff Nurses' Empowerment.  Egyptian Journal of Health Care,  16(4), 784-803.‏

Alanazy, W., & Alzamil, S. K. S. (2026). The impact of emotional intelligence on conflict management styles used by Saudi nurse managers-a cross sectional, correlational study.  Frontiers in psychology,  16, 1630530.

Albuqami, A., Taie, E., & Abdullah, N. (2020). Relationship between Head Nurses’ Emotional Intelligence and Staff Nurses’ Empowerment.  American Research Journal of Nursing,  6(1).‏

Alenazi, A. M., Fathi Sleem, W., & Saad El-Wkeel, N. (2026). Emotional Intelligence Contributions and It's Relation with Job Performance, Burnout among Nurses at King Khalid Civilian Hospital, Saudi Arabia.  Mansoura Nursing Journal,  13(1).‏

Alhakami, I. Y., & Baker, O. G. (2025). Emotional intelligence among nurses in a general hospital setting in Jeddah, Saudi Arabia.  Frontiers in Medicine,  12, 1610150.‏

Al‐Hamdan, Z., Adnan Al‐Ta'amneh, I., Rayan, A., & Bawadi, H. (2019). The impact of emotional intelligence on conflict management styles used by Jordanian nurse managers.  Journal of nursing management,  27(3), 560-566.‏

Aljanfawi, S. A., Maestrado, R. B., Aljarboa, B. E., Alreshedi, N. M., Aljanfawi, B. A., Alasqah, I. & Alshammari, A. H. (2026, February). The Relationship Between Emotional Intelligence and Job Performance Among Critical Care Nurses: A Cross-Sectional Study. In  Healthcare (Vol. 14, No. 4, p. 442). MDPI.‏

Almadani, N., & Alamri, M. (2024). Emotional intelligence among female nursing leaders in a transformational era.  Journal of Nursing Management,  2024(1), 9973339.‏

Alshammari, F., Pasay-An, E., Gonzales, F., & Torres, S. (2020). Emotional intelligence and authentic leadership among Saudi nursing leaders in the Kingdom of Saudi Arabia.  Journal of Professional Nursing,  36(6), 503-509.‏

Altalhi, K., & Alilyyani, B. (2025). Relationship Between Emotional Intelligence, Turnover Intention, and Resilience Among Emergency Nurses in Saudi Arabia: A Cross‐Sectional Study.  Nursing & Health Sciences,  27(3), e70208.‏

Aseery, M., Mahran, S., Felemban, O., Aseery, M. Y., & Mahran, S. M. (2023). The relationship between emotional intelligence and conflict management strategies from the nurse managers’ perspective.  Cureus,  15(3).‏

Assi, M. D., & Eshah, N. F. (2023). Emotional intelligence and conflict resolution styles among nurse managers: a cross-sectional study.  British Journal of Healthcare Management,  29(6), 1-11.‏

Martins, M. M., Trindade, L. L., Vandresen, L., Amestoy, S. C., Prata, A. P., & Vilela, C. (2020). Conflict management strategies used by Portuguese nurse managers. Revista Brasileira de Enfermagem, 73(6), Article e20190336.

Mohamed Abdelrahman, M., Salama Abdelaziz, F., & Abd Alrahman Hassan, A. (2023). Emotional Intelligence Practice and Its Relation to Conflict Resolution Styles Among Academic Nursing Students.  Egyptian Journal of Health Care,  14(4), 874-885.‏

Nasr, A. M. N. (2020).  Conflict Management Strategies Used by Nurse Managers at European Gaza Hospital and Nasser Medical Complex (Doctoral dissertation, AL-Quds University).‏

Oweidat, I., Alzoubi, M., Shosha, G. A., Ta’an, W. A., Khalifeh, A., Alzoubi, M. M. & Abdelaliem, S. M. F. (2024). Relationship between emotional intelligence and quality of healthcare among nurses.  Frontiers in Psychology,  15, 1423235.‏

Petrides, K. V. (2007). Psychometric properties of the Trait Emotional Intelligence Questionnaire. In Assessing emotional intelligence (pp. 93–115). Springer.

Appendices

Appendix (A): Research Questionnaires

Part 1: Socio-Demographic Information

· Age:

· 25–30 years

· 30–39 years

· More than 40 years (indicated as ˂40 in text typo, represents >40 group)

· Gender:

· Female

· Male

· Years of Experience:

· 2–4 years

· 4–7 years

· More than 7 years (indicated as ˂7 in text typo, represents >7 group)

· Level of Income per Month:

· Less than 5000 SR

· 5000 to less than 10,000 SR

· 10,000 SR or more

· Level of Education:

· Diploma

· Bachelor's degree

· Master's degree or more

· Working Department:

· Critical care

· General ward

· Other departments

· Marital Status:

· Single

· Married

· Widowed/Divorced

· Nationality:

· Saudi

· Non-Saudi

· Number of Children:

· None

· 1–3 children

· 4 or more

Part 2: Emotional Intelligence Questionnaire

Sections	Completely agree	Agree	Somewhat agree	disagree	Somewhat disagree	Disagree	Completely disagree
Emotionality Subscale
1. Expressing my emotions with words is not a problem for me.
2. I often find it difficult to see things from another person’s viewpoint.
3. Many times, I can’t figure out what emotion I'm feeling.
4. Those close to me often complain that I don’t treat them right.
5. I often find it difficult to show my affection to those close to me.
6. I’m normally able to “get into someone’s shoes” and experience their emotions.
7. I often pause and think about my feelings.
8. I find it difficult to bond well even with those close to me.
Self-Control Subscale
9. I usually find it difficult to regulate my emotions.
10. I tend to change my mind frequently.
11. On the whole, I’m able to deal with stress.
12. I’m usually able to find ways to control my emotions when I want to.
13. I tend to get involved in things I later wish I could get out of.
14. Others admire me for being relaxed.
Well-Being Subscale
15. I generally don’t find life enjoyable.
16. I feel that I have a number of good qualities.
17. On the whole, I have a gloomy perspective on most things.
18. On the whole, I’m pleased with my life.
19. I believe I’m full of personal strengths.
20. I generally believe that things will work out fine in my life.
Sociability Subscale
21. I can deal effectively with people.
22. I often find it difficult to stand up for my rights.
23. I’m usually able to influence the way other people feel.
24. I would describe myself as a good negotiator.
25. I tend to “back down” even if I know I’m right.
26. I don’t seem to have any power at all over other people’s feelings.
General Global Trait EI Subscale
27. On the whole, I’m a highly motivated person.
28. I often find it difficult to adjust my life according to the circumstances.
29. I normally find it difficult to keep myself motivated.
30. Generally, I’m able to adapt to new environments.

Part 3: Conflict Management Strategies

Sections	Rarely/Never	Frequently	Always
Abstention (Avoidance)
1. Try to avoid putting yourself in an unpleasant situation and disagreements.
2. Avoid open discussions of differences between parties.
3. Try to keep the differences you perceive and are not yet explicit, to avoid resentment.
Accommodation
4. Attempts to satisfy the expectations of the parties involved in the conflict.
5. Seeks to conform to the wishes of those involved.
6. Agrees with the solution proposed by the parties.
Imposition (Competing/Forcing)
7. Discuss your opinion with the unit's professionals to show your view of the situation.
8. Firm in defending your position on the issue.
9. Support the solution you have in relation to the problem and usually do not give up on it.
Conciliation (Compromising)
10. Negotiate with conflictors so that an agreement can be reached.
11. Adopt “give and take”, to reach an agreement.
12. Propose a middle ground to resolve the impasses.
Collaboration (Integrating)
13. Seek to reflect on the issue under discussion to find an acceptable solution for you and everyone.
14. Exchange accurate information about the case to solve a problem together.
15. Try to put all concerns on the table so that issues can be resolved in the best way.

الجزء الأول: البيانات الديموغرافية والاجتماعية

العمر:

· 25-30 سنة

· 30-39 سنة

· أكثر من 40 سنة

الجنس:

· أنثى

· ذكر

عدد سنوات الخبرة:

· 2-4 سنوات

· 4-7 سنوات

· أكثر من 7 سنوات

مستوى الدخل الشهري:

· أقل من 5000 ريال سعودي

· من 5000 إلى أقل من 10,000 ريال سعودي

· 10,000 ريال سعودي أو أكثر

المستوى التعليمي:

· دبلوم

· بكالوريوس

· ماجستير أو أعلى

القسم المعني بالعمل:

· العناية المركزة

· التنويم العام (الأجنحة العامة)

· أقسام أخرى

الحالة الاجتماعية:

· أعزب / عزباء

· متزوج / متزوجة

· أرمل (أرملة) / مطلق (مطلقة)

الجنسية:

· سعودي

· غير سعودي

عدد الأطفال:

· لا يوجد

· 1-3 أطفال

· 4 أطفال أو أكثر

الجزء الثاني: استبيان الذكاء العاطفي

المحاور والعبارات	موافق تماماً	موافق	موافق إلى حد ما	محايد / غير متأكد	غير موافق إلى حد ما	غير موافق	غير موافق تماماً
مقياس الانفعالية الفرعي
1. لا أجد صعوبة في التعبير عن مشاعري بالكلمات.
2. غالباً ما أجد صعوبة في رؤية الأمور من منظور الشخص الآخر.
3. في كثير من الأحيان، لا أستطيع تحديد طبيعة المشاعر التي تمر بي.
4. غالباً ما يشتكي المقربون مني من أنني لا أعاملهم بشكل صحيح.
5. أجد صعوبة في كثير من الأحيان في إظهار عاطفتي للمقربين مني.
6. أنا قادر عادةً على وضع نفسي "مكان الآخرين" وعيش مشاعرهم.
7. غالباً ما أتوقف لأتأمل في مشاعري وأفكر بها.
8. أجد صعوبة في بناء روابط وثيقة حتى مع الأشخاص المقربين مني.
مقياس ضبط النفس الفرعي
9. عادة ما أجد صعوبة في تنظيم وضبط عواطفي.
10. أميل إلى تغيير رأيي بكثرة.
11. بشكل عام، أنا قادر على التعامل مع الضغوطات.
12. أستطيع عادةً إيجاد طرق للتحكم في مشاعري عندما أرغب في ذلك.
13. أميل إلى الانخراط في أمور أتمنى لاحقاً لو كان بإمكاني التراجع عنها.
14. يمتدحني الآخرون نظراً لكوني شخصاً هادئاً ومسترخياً.
مقياس الرفاهية الفرعي
15. عموماً، لا أجد الحياة ممتعة.
16. أشعر أنني أمتلك العديد من الصفات والمزايا الجيدة.
17. إجمالاً، أمتلك نظرة سوداوية/قاتمة تجاه معظم الأمور.
18. على العموم، أنا راضٍ عن حياتي.
19. أؤمن بأنني مليء بنقاط القوة الشخصية.
20. أثق عموماً بأن الأمور في حياتي ستسير على ما يرام.
مقياس القدرة الاجتماعية الفرعي
21. يمكنني التعامل مع الناس بفاعلية وكفاءة.
22. غالباً ما أجد صعوبة في الدفاع عن حقوقي.
23. أنا قادر عادةً على التأثير في مشاعر الآخرين.
24. يمكنني وصف نفسي بأنني مفاوض جيد.
25. أميل إلى "التراجع" والاستسلام حتى لو كنت أعلم أنني على حق.
26. يبدو أنني لا أملك أي سلطة أو تأثير على الإطلاق تجاه مشاعر الآخرين.
مقياس السمات العامة الشاملة للذكاء العاطفي
27. على العموم، أنا شخص مفعم بالشغف والتحفيز الذاتي العالي.
28. غالباً ما أجد صعوبة في تكييف حياتي وفقاً للظروف المتغيرة.
29. أجد صعوبة عادةً في الحفاظ على حماسي ودوافعي الذاتية.
30. بشكل عام، أنا قادر على التكيف مع البيئات الجديدة.

الجزء الثالث: استراتيجيات إدارة النزاعات

المحاور والعبارات	نادراً / أبداً	غالباً	دائماً
التجنب / الانكفاء
1. تحاول تجنب وضع نفسك في مواقف غير مريحة أو الدخول في خلافات.
2. تتجنب المناقشات العلنية والمفتوحة للاختلافات بين الأطراف.
3. تحاول كتمان الاختلافات التي تلاحظها والتي لم تظهر للعلن بعد، لتفادي الاستياء والضغائن.
التوافق / الاستيعاب
4. تحاول تلبية توقعات الأطراف المشاركة في النزاع.
5. تسعى إلى النزول عند رغبات الأشخاص المعنيين وتلبية تطلعاتهم.
6. توافق على الحل المقترح من قِبل الأطراف المتنازعة.
الفرض / التنافس
7. تناقش رأيك مع المتخصصين أو الزملاء في القسم لإظهار وجهة نظرك تجاه الموقف.
8. تظهر الحزم والصلابة في الدفاع عن موقفك تجاه القضية المطروحة.
9. تدعم الحل الذي تراه مناسباً للمشكلة وعادةً لا تتنازل عنه.
التوفيق / التسوية
10. تتفاوض مع أطراف النزاع حتى يتم التوصل إلى اتفاق متبادل.
11. تعتمد مبدأ "الأخذ والعطاء" (التنازلات المتبادلة) للوصول إلى اتفاق.
12. تقترح حلاً وسطاً لإنهاء حالة الجمود وتسوية الخلاف.
التعاون / التكامل
13. تسعى إلى التفكير المليّ في القضية قيد المناقشة لإيجاد حل مقبول بالنسبة لك وللجميع.
14. تتبادل معلومات دقيقة وموثوقة حول الحالة لحل المشكلة معاً بروح الفريق.
15. تحرص على طرح جميع المخاوف والنقاط على الطاولة لحل المسائل بأفضل طريقة ممكنة.

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