paraphrase of 3500 words

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 I: INTRODUCTION

1.1 Background of the Study

With the pace of life in the healthcare industry today, the nursing departments are constantly challenged and exposed to change in the clinical setting and various interpersonal scenarios. In addition to basic technical skills, a nursing leader must have skills that will help ensure organizational harmony and a delivery of high-quality patient care. Emotional intelligence (EI)—defined as the ability to recognize, understand, manage and positively use emotions in the self and others—is a key component in effective clinical leadership that has recently become evident. The work of an RN is enhanced by emotional maturity which is clearly reflected in the handling of everyday activities in the workplace. For instance, Oweidat et al. (2024) showed that a strong correlation exists between the emotional intelligence of nurses and the quality of care provided to patients.. According to Abou Hashish (2024), increased emotional intelligence is an important protective factor from stress in the workplace, allowing nursing professionals to have the psychological strength needed to deal with structural stressors.

Nursing leaders in the Kingdom of Saudi Arabia are currently facing a tremendous challenge to change in the digital and operational transformation of organizations as part of Vision 2030. To ensure stability in the midst of the transformative period, female nursing leaders and administrators must have a high level of emotional awareness to ensure that the system remains stable (Almadani & Alamri, 2024). Saudi nursing leaders who have stronger emotional intelligence have generally exhibited high levels of authentic leadership, leading to a clear and ethical work culture, with a high level of collaboration (Alshammari et al., 2020).

Healthcare organizations in Saudi Arabia are still facing significant disruptions due to workplace conflict and distress that has a negative impact on their operations, despite knowing the importance of emotional maturity. For example, Alhakami and Baker (2025) found that there are differences in emotional intelligence among nursing staff in hospitals in Jeddah, indicating that a lack of emotional clarity has a direct negative impact on the team's cohesiveness. If administrative staff don't have sufficient emotional coping mechanisms, clinical skills quickly deteriorate, and healthcare providers are exposed to high levels of burnout and emotional fatigue (Alenazi et al., 2026).

1.2 Research Questions

This research tries to answer the following questions:

1. What is the level of emotional intelligence among nurse managers in governmental hospitals within the Qassim Region?

2. What are the primary conflict resolution strategies preferred and utilized by these nurse managers when handling workplace disputes?

3. Is there a statistically significant relationship between a nurse manager's level of emotional intelligence and their chosen conflict resolution strategy?

4. Are there statistically significant differences in the nurse managers’ perceptions of the levels of emotional intelligence and conflict resolution strategies attributable to (age, years of experience, or educational background) variables?

1.3 Aims and Objectives

The main purpose of this study is to investigate the effect of the emotional intelligence on the nurse managers' conflicting resolution strategies in governmental hospitals at the area of Qassim in Saudi Arabia.

The specific objectives of the research are as follows:

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

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

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

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

1.4 Significance of the Study

The significance of this study lies in its potential to strengthen the operational and leadership framework of the healthcare system within the Qassim Region, particularly as Saudi Arabia undergoes massive healthcare transformations under Vision 2030. Nurse managers serve as the frontline backbone of clinical governance; their ability to navigate interpersonal friction directly dictates workplace harmony. By exploring the intersection of emotional intelligence and conflict resolution, this research provides healthcare administrators with empirical data to design targeted leadership development programs. Equipping nurse managers with robust emotional mechanisms ensures they can mitigate disputes effectively, reducing the widespread issues of nursing burnout, psychological fatigue, and high turnover rates that currently challenge governmental hospitals.

Ultimately, the insights gained from this study extend beyond administrative efficiency to directly impact patient outcomes and institutional culture. When leaders utilize emotionally intelligent conflict resolution strategies, it fosters a collaborative, psychologically safe environment where clinical teams can thrive. Minimizing workplace friction allows nursing staff to focus fully on clinical performance, directly elevating the overall quality and safety of patient care. Furthermore, by identifying how demographic variables like age and experience shape leadership behaviors, this study offers localized evidence that can guide academic nursing curricula and institutional policies, paving the way for a more resilient, authentic, and cohesive nursing workforce across the Kingdom.

1.5 Definition of terms

· Emotional Intelligence

Emotional intelligence is the capacity to recognize, understand, and manage one's own emotions, while accurately perceiving and influencing the emotions of others, to guide thinking and behavior effectively in workplace interactions (Pool & Qualter, 2018).

· Conflict Resolution

Conflict resolution is the methods, strategies, and processes involved in facilitating the peaceful and cooperative ending of a dispute or misunderstanding between individuals or groups within a clinical setting (Wallensteen, 2018).

CHAPTER II: LITERATURE REVIEW AND FRAMEWORK

2.1 Introduction

This chapter synthesizes historical and modern research to highlight how affective competencies shape administrative decision-making during systemic operational changes. The review first establishes a foundational definition of emotional intelligence, tracking its growth from an essential clinical training attribute into an advanced leadership asset. It then highlights its value as an institutional shield against job burnout, employee turnover, and clinical error. Moving from individual traits to team dynamics, the discussion analyzes the origins and consequences of conflict within highly stressful, specialized care settings. Finally, the chapter evaluates primary conflict resolution strategies, examining how high emotional awareness helps nursing leaders select collaborative, integrative solutions that support organizational harmony and maximize patient safety.

2.2 Definition of Emotional Intelligence

The conceptualization of emotional intelligence (EI) within contemporary nursing research represents a foundational pillar for understanding modern clinical leadership. At its core, emotional intelligence refers to the sophisticated capability of an individual to perceive, accurately assess, monitor, regulate, and constructively utilize emotional data within themselves and in their interactions with others (Pool & Qualter, 2018). Rather than treating emotions as disruptive impulses that compromise clinical objectivity, the modern framework of emotional intelligence frames emotional data as a vital source of cognitive feedback. This framework suggests that effective leadership requires an explicit integration of intellectual capacity and emotional awareness. This integration is particularly crucial in highly challenging clinical spaces where administrative complexity and clinical urgency intersect. For nurse managers, this means transforming raw affective responses into structured, empathetic, and strategic management actions.

Developing these attributes requires an ongoing evolutionary journey that begins long before a practitioner assumes an administrative role. Research tracing the professional growth of healthcare personnel demonstrates that foundational emotional intelligence competencies are established early in professional training. For instance, Budler et al. (2022) conducted a longitudinal study among nursing students, demonstrating that while baseline emotional intelligence traits vary, structured exposure to academic and early clinical stressors can systematically shape how future nursing professionals process stress and collaborate with peers. This developmental trajectory confirms that emotional intelligence is not a static, unchangeable genetic trait, but rather a dynamic set of behavioral skills and psychological competencies. These skills can be measured, taught, coached, and continuously refined through targeted professional experiences and focused institutional support.

When evaluating practicing nursing professionals, the structure of emotional intelligence expands beyond individual self-regulation to encompass broader operational capabilities within the hospital hierarchy. Alhakami and Baker (2025) explored emotional intelligence among nurses in a general hospital setting in Jeddah, Saudi Arabia, highlighting that emotional clarity and emotional regulation directly dictate how clinical teams maintain their cohesiveness under daily operational pressure. When a nurse manager exhibits high emotional intelligence, they demonstrate an acute awareness of their own emotional boundaries, which prevents personal frustrations from bleeding into their administrative decisions. This emotional clarity allows managers to accurately decode the subtle non-verbal cues, underlying anxieties, and unstated grievances of their subordinate staff, establishing a responsive and psychologically safe clinical environment.

Furthermore, specialized healthcare environments place unique emotional demands on nursing leaders, which reshapes how emotional intelligence is defined and applied in daily practice. In highly critical and volatile clinical settings, such as intensive care units, the definition of emotional intelligence shifts toward real-time crisis management and rapid adaptation. A systematic review by Mora et al. (2024) regarding the emotional intelligence of nurses in intensive care units demonstrated that in environments characterized by high patient mortality and rapid clinical shifts, emotional intelligence serves as a cognitive buffer. In these settings, EI allows professionals to detach from immediate panic while remaining deeply attuned to the human needs of patients and team members. Similarly, Lampreia-Raposo et al. (2023) confirmed through a scoping review of critical care nurses that high emotional intelligence involves an advanced synthesis of self-awareness and situational empathy. This enables managers to project calm authority during medical emergencies and administrative disruptions alike.

Ultimately, defining emotional intelligence in the context of contemporary Saudi nursing leadership requires understanding it as a multifaceted protective tool that influences overall professional endurance and organizational health. Moradian et al. (2022) investigated the emotional intelligence of nurses during extreme healthcare crises, specifically when caring for COVID-19 patients. Their cross-sectional study revealed that high emotional intelligence acts as a primary psychological defense mechanism, directly mitigating the occupational distress and existential anxiety associated with prolonged healthcare emergencies. When applied directly to nurse managers within governmental hospitals in regions like Qassim, emotional intelligence is defined as the strategic capacity to manage administrative pressure, balance shifting clinical guidelines under Vision 2030, and guide multi-disciplinary teams through operational challenges. This is achieved by maintaining an intentional, emotionally stable, and fundamentally empathetic leadership presence that stabilizes the entire nursing department.

2.3 The Importance of Emotional Intelligence in Nursing

The functional importance of emotional intelligence within the nursing profession cannot be overstated, particularly when examining its direct influence on workforce stability, operational safety, and overall organizational performance. In the demanding climate of modern healthcare, nursing departments regularly face high staff turnover, systemic shortages, and psychological exhaustion. Galanis et al. (2024) established that emotional intelligence serves as a robust protective shield for nurses, significantly reducing the incidence of quiet quitting, lowering overall turnover intentions, and preventing severe occupational burnout. When nurse managers possess high emotional intelligence, they naturally build an institutional culture where staff feel seen, heard, and structurally valued. This reduces the emotional exhaustion that typically drives talented clinicians away from the bedside, thereby preserving institutional knowledge and stabilizing the clinical workforce.

Beyond retention, the emotional intelligence of nursing leadership plays a pivotal role in shaping organizational culture, alignment, and the overall job satisfaction of clinical staff. Fragkaki and Fasoi (2024) explored the direct connection between emotional intelligence and nursing leadership styles, noting that emotionally intelligent leaders naturally lean toward transformational approaches. These approaches inspire shared visions rather than relying on punitive, transactional compliance. This style significantly improves how well individual staff members fit within their specific hospital cultures. As Liu et al. (2023) demonstrated, transformational leadership substantially enhances the person-organization fit of nurses, and this positive relationship is strongly moderated by the leader’s emotional intelligence. When a nurse manager uses high emotional intelligence to align individual values with institutional goals, nurses experience a deeper sense of professional purpose and clinical engagement.

The operational value of emotional intelligence also extends directly to concrete clinical outcomes and the accuracy of complex medical choices made under pressure. Ayed (2025) investigated the relationship between emotional intelligence and clinical decision-making among nurses in neonatal intensive care units. The study revealed that higher emotional intelligence allows clinicians to remain clear-headed and methodical, minimizing cognitive errors when managing fragile, high-risk patients. When a nurse manager can regulate their emotional state, they cultivate an environment where critical thinking thrives. Under such leadership, team members feel safe reporting near-misses and discussing clinical challenges without fearing immediate reprimand. This emotional maturity directly enhances patient safety, drastically minimizes administrative errors, and optimizes the overall quality of care delivered across specialized clinical units.

In addition, emotional intelligence acts as an essential mediator in balancing the complex relationship between an individual’s professional performance and their personal life demands. Aldhafeeri et al. (2025) examined the profound effect of work-family conflict on staff nurses' job performance, discovering that emotional intelligence serves as a crucial mediating variable that helps professionals navigate these competing pressures successfully. Nursing leaders who possess high emotional intelligence can recognize when their staff are struggling with external stressors, allowing them to offer flexible, proactive support before those personal challenges degrade clinical performance or compromise patient care. By addressing the holistic needs of the nursing workforce, emotionally intelligent managers effectively transform their departments into supportive environments where professional excellence and personal well-being can coexist.

Ultimately, the overarching importance of emotional intelligence lies in its ability to simultaneously elevate job performance, bolster moral resilience, and manage the unavoidable stress of modern clinical environments. Cheraghi et al. (2025) verified that emotional intelligence significantly boosts nurses' job performance by positively influencing their moral intelligence and effectively buffering occupational stress. This comprehensive protection is further supported by Woime and Shato (2025), whose systematic review concluded that emotional intelligence and adept conflict management are primary drivers of long-term job satisfaction and cross-functional teamwork in healthcare settings. To ensure these benefits are realized across the healthcare system, systematic institutional interventions are required. Saikia et al. (2024) provided a thirty-year scoping review of emotional intelligence training programs among nurses, demonstrating that long-term investments in emotional intelligence education yield sustainable improvements in communication, teamwork, and leadership effectiveness. For nurse managers in the Qassim Region, prioritizing emotional intelligence is a structural necessity for building an adaptable, resilient, and highly high-performing nursing workforce.

2.4 Conflict Resolution in Nursing Practice

Workplace conflict is an inevitable reality within nursing practice due to the complex, fast-paced, and deeply stressful nature of the contemporary clinical environment. Wallensteen (2018) provides a foundational framework for understanding conflict resolution, highlighting that structural disputes emerge when independent parties perceive incompatible goals, scarce resources, or misaligned operational pressures. Within a governmental hospital setting, these conflicts regularly manifest as intense disagreements over resource allocation, scheduling shifts, clinical responsibilities, and divergent approaches to patient care. If these disputes are left unmanaged, they quickly escalate beyond simple professional disagreements. This escalation creates toxic clinical environments, erodes interprofessional trust, compromises patient safety, and severely undermines the overall operational efficiency of the healthcare delivery system.

In nursing practice, conflict management is a multi-layered competency that is heavily influenced by personal leadership styles, institutional hierarchies, and various situational pressures. A comprehensive systematic review by Nikitara et al. (2024) analyzed conflict management styles, strategies, and influencing factors in nursing, revealing that the choice of conflict resolution approach depends heavily on the manager's background and emotional maturity. Nurse managers who lack formal training in conflict resolution frequently fall back on avoidant or competitive approaches, which temporarily suppress disputes rather than solving their root causes. Conversely, managers who approach conflict as an opportunity for operational improvement tend to utilize collaborative, integrative strategies that address systemic issues, validate individual nurse concerns, and establish long-term professional harmony across the department.

The quality of conflict resolution within a department has an immediate and profound impact on the physical and psychological well-being of the nursing staff. Nisa et al. (2026) conducted a qualitative study examining the specific role of conflict management in preventing professional burnout driven by ongoing workplace disputes among clinical nurses. Their findings clearly illustrated that unresolved horizontal conflict—such as peer-to-peer friction or tension between staff and managers—is a primary driver of emotional exhaustion and clinical detachment. When a nurse manager fails to intervene effectively during interpersonal disputes, staff nurses experience a sense of professional isolation, which rapidly accelerates burnout. Effective, transparent conflict resolution is therefore a necessary structural intervention that protects the mental health of clinicians and maintains a supportive work environment.

Furthermore, effective conflict resolution is a prerequisite for achieving genuine, high-quality collaboration and maintaining elite performance standards within critical care environments. Al-Ajarmeh et al. (2022) explored the tight relationship between nurse–nurse collaboration and overall clinical performance among nurses in intensive care units. Their research demonstrated that teams with structured, open conflict resolution mechanisms consistently achieve superior collaborative performance and commit fewer clinical errors. When nurse managers encourage open communication and handle disagreements constructively, team members are much more likely to share vital clinical insights, cross-monitor patient statuses, and back each other up during demanding shifts. This collaborative approach directly translates into safer, more reliable, and highly coordinated patient care.

To build these critical conflict resolution capabilities within the modern healthcare workforce, nursing education and professional development must embrace innovative, interactive, and highly scientific training methodologies. Lawson and Citty (2026) emphasized that applying team science principles to nursing scholarship is essential for breaking down professional silos and mitigating systemic workplace conflicts. To operationalize these concepts, modern healthcare facilities are increasingly turning to advanced technological tools for experiential learning. For instance, Potter et al. (2026) evaluated the acceptability and satisfaction of using a conversational AI tool for communication skills and conflict training in preregistration nursing. Their pilot study showed that interactive simulations allow nurses to practice de-escalation tactics and conflict management strategies in a safe environment. By combining team science with modern training tools, nurse managers can systematically replace defensive interpersonal habits with evidence-based, collaborative conflict resolution techniques.

2.5 Conflict Resolution Strategies

The practical execution of conflict resolution within nursing departments requires a sophisticated understanding of distinct behavioral strategies and their appropriate application in the clinical setting. Standard conflict resolution theory generally outlines five primary styles: integrating (collaborating), obliging (accommodating), dominating (competing), avoiding, and compromising (Nikitara et al., 2024). For nurse managers in governmental hospitals, selecting the right strategy cannot be a random decision or a reflection of personal comfort; it must be a deliberate, situational choice dictated by the urgency of the patient care scenario, the importance of the professional relationship, and the underlying cause of the dispute. While competitive or dominating strategies might be necessary during acute medical crises where immediate compliance is required for patient safety, long-term administrative harmony relies heavily on collaborative and integrative strategies.

The capacity of a nurse manager to successfully employ collaborative conflict resolution strategies is directly tied to their underlying emotional competence and their formal leadership training. Mohammed et al. (2025) investigated the specific role of structured emotional intelligence programs in effective nursing management, occupational stress reduction, and conflict resolution. Their research demonstrated that when nurse managers undergo targeted emotional intelligence development, they show a significant behavioral shift away from avoidant and passive-aggressive conflict styles toward active, integrative problem-solving. This shift occurs because high emotional intelligence gives a manager the emotional stamina needed to lean into uncomfortable professional conversations, manage intense group dynamics, and guide clashing parties toward mutually beneficial operational compromises.

To ensure these collaborative strategies are standard practice across an organization, healthcare institutions must carefully evaluate, define, and cultivate specific conflict management competencies within their leadership teams. González‐García et al. (2025) conducted a comprehensive systematic review examining the core characteristics of nurse managers’ conflict management competency. Their findings emphasized that elite conflict resolution requires a combination of active listening, advanced emotional regulation, structural problem-solving, and cross-cultural sensitivity. Nurse managers who possess these advanced competencies can look past surface-level anger to identify the root causes of systemic disputes—such as unclear job roles, unfair scheduling practices, or communication breakdowns. They can then design and implement comprehensive structural solutions that prevent similar conflicts from reoccurring.

In addition to formal training programs, ongoing professional support systems like structured leadership coaching are vital for helping nurse managers refine their conflict resolution strategies over time. Richardson et al. (2023) conducted an integrative literature review on coaching in nursing, highlighting that continuous professional coaching gives managers a confidential space to reflect on real-world conflicts, break down their own behavioral tendencies, and practice sophisticated negotiation techniques. Through regular coaching, nurse managers learn to consciously avoid common pitfalls, such as prematurely forcing a compromise before both sides feel heard, or ignoring minor peer-to-peer tensions until they boil over into major disruptions. This reflective process turns everyday workplace conflicts into valuable learning opportunities that steadily enhance the manager's leadership capability.

Ultimately, the successful application of conflict resolution strategies by nurse managers in the Qassim Region serves as a key indicator of overall organizational resilience and administrative success. When facing the rapid digital transformations and structural re-organizations driven by Saudi Vision 2030, nurse managers must move away from top-down, authoritarian management styles. Instead, they need to implement emotionally intelligent, collaborative conflict resolution strategies that promote teamwork, shield staff from burnout, and maintain high standards of patient care (Woime & Shato, 2025). By using high emotional intelligence to select and execute the right conflict resolution strategies, nurse managers can successfully transform workplace friction into a constructive force. This approach drives process improvements, strengthens professional relationships, and ensures the long-term success of governmental healthcare facilities across Saudi Arabia.

2.6 The Impact of Emotional Intelligence on Conflict Resolution

The relationship between emotional intelligence (or the capacity to recognize, comprehend, and manage emotions) and the selection of conflict management tactics, such as positive collaboration, passive avoidance and so on, is the focus of much research.

Alanazy and Alzamil (2026) set out to assess the effect of emotional intelligence on conflict resolution methods used by the nurse managers in Saudi Arabia. The researchers used a quantitative, correlational, cross-sectional design, whereby a convenience sample of 500 nurse managers in five geographic regions of Saudi Arabia were administered an online survey using the Vanderpol Emotional Intelligence Scale and Rahim Organizational Conflict Inventory-II. The results revealed that the level of emotional intelligence possessed by most managers was moderate, with cooperation and compromise being the most common solution styles followed by confrontation and least used was competing. Most importantly, emotional intelligence was identified as positively correlated with all conflict management styles, which means that improving emotional maturity is associated with leaders' being able to manage conflicts adaptively.

Ahmed Atawia et al. (2025) took a different approach and analyzed how EI of head nurses was related to the structural and psychological empowerment of the subordinates of the head nurse. This is a descriptive correlational study, in which data were collected from 32 head nurses and 300 staff nurses by using specialized instruments of emotional intelligence and empowerment. The empirical results indicated that both the EI levels of head nurses and the psychological and structural empowerment of staff nurses were at moderate level with a statistically significant positive correlation between a leader's EI level and the psychological and structural empowerment felt by the subordinates.

Mohamed Abdelrahman et al. (2023) examined emotional intelligence practices and the association between the practices and conflict resolution styles among academic nursing students to explore the developmental roots of these professional competencies. The study was descriptive correlational and included 641 baccalaureate nursing students at the Faculty of Nursing at Suez Canal University in Egypt, using the Wong and Law Emotional Intelligence Scale and Rahim Organizational Conflict Inventory. The analysis showed that more than half of the population practiced a high level of EI, and the vast majority of them preferred compromising style in disagreements, competing was hardly embraced. The results showed that there was a statistically significant correlation between emotional intelligence and adaptive conflict styles.

To understand the predictive power of emotional maturity, Assi and Eshah (2023) examined the emotional intelligence levels of nurse managers, the underlying links between these levels and nurse managers' conflict resolution styles, and then examined the dynamics between active administrative nurse managers. A cross-sectional descriptive design was used with a convenience sample of 197 nurse managers in five public and two university hospitals. Their results showed that although the average EI scores were different for the managers, a large proportion of them (40%) had low emotional maturity in their work lives; however, the most common coping style when it comes to conflict was integrating, while avoidance was the least common. The study confirmed that greater emotional intelligence was associated with the use of constructive strategies of integrating and compromising, demonstrating that managers with high emotional control are better suited to proactively look for mutually beneficial solutions instead of avoiding conflict in the workplace.

In the Saudi context, Aseery et al. (2023) provided an alternative perspective by examining the impact of emotional intelligence on the head nurses' conflict management strategies. Interestingly, it was found that head nurses had an average level of emotional intelligence, a high level of implementation of conflict management, and that there was no apparent statistical correlation between the two main variables of the study for the entire sample of the study. Subscale analysis, however, revealed a complex picture: emotionality was negatively correlated with conciliation and collaboration, while there was a salient positive correlation between cooperation and personal well-being.

Nasr (2020) studied the administration's conflict management strategies at each level with the employees they manage directly. The study was descriptive cross-sectional type, and the number of nursing ward managers, supervisors and executive directors in the two hospitals, European Gaza Hospital and Nasser Medical Complex, was deliberately selected, which amounted to 85. The data showed that the most preferred resolution method was collaboration at 72.6%, followed closely by compromise at 70.4%, and competed was the least used at 61.6% – all in a self-administered 28 item Likert scale questionnaire.

In this regard, Al-Hamdan et al. (2019) offered a basic regional base examination by assessing the direct effect of the two demographic variables and emotional intelligence on the conflict management decisions of nurse managers in Jordan. The authors used a descriptive correlational research design by asking 248 nurse managers at different healthcare institutions to fill out a survey. The results of the empirical study showed that the most common integrating style was the one that was selected by the majority of the managers while the dominating style was the least one used by the managers, and that the preferences for this style had significant differences depending on the institutional type and the years of clinical experience.

2.7 Gap of Knowledge

The above studies were critically evaluated to highlight the critical research gap that will make the proposed study novel. The published literature has a strong validation of the importance of emotional intelligence but is very limited in geographical scope, sample specificity and contextual application. In terms of method, the previous studies either focused on large multi-regional samples such as those conducted by Alanazy and Alzamil (2026) or examined completely different groups, like academic students from Egypt (Mohamed Abdelrahman et al., 2023), and empowerment of staff members instead of direct conflict resolution (Ahmed Atawia et al., 2025).

In addition, research in Saudi Arabia is limited to select areas with specific operational characteristics, as seen in the study conducted by Aseery et al. (2023) conducted in the Aseer region, which gave an anomalous and non-correlated result that contradicted the global trends. There have been no studies which have isolated the unique administrative climate of the Qassim Region.

To fill this gap, the current cross-sectional questionnaire study focused on the governmental hospitals in Qassim Region, with a specific interest in nurse managers. This regionalized approach also reflects the unique regional management cultures, institutional processes and demographic characteristics that are lost in broader, generalized studies, thus creating strategies that are locally applicable to local healthcare management.

CHAPTER III: RESEARCH METHODOLOGY

3.1 Introduction

This chapter outlines the comprehensive methodological framework used in this research. To provide a rigorous quantitative evaluation, this section details the operational research design, setting, and the sampling technique. Furthermore, it explains the structural inclusion and exclusion criteria, systematic recruitment paths, and standardized data collection protocols. Finally, the chapter discusses the rationale behind instrument selection, psychometric validity and reliability metrics, detailed statistical data analysis plans, and the strict ethical safeguards implemented to protect participant anonymity.

3.2 Research Design

This study has a quantitative, cross sectional correlational design. This is the right framework for this study as it will permit the investigator to explore and quantify the link between 2 major variables (emotional intelligence and conflict resolution strategies) at a single moment in time.

3.2.1 The Value of Cross-Sectional Design

A cross-sectional quantitative design offers significant value for health management research by allowing data on multiple variables to be collected simultaneously at a single point in time (McGrath et al., 2025). This design is highly efficient for examining relationships and assessing the prevalence of specific attributes within a defined population (Takona, 2024). For this study, it provides an objective, immediate snapshot of the existing levels of emotional intelligence and preferred conflict resolution strategies among nurse managers. This timely approach minimizes external confounding historical factors, offering a reliable framework to evaluate current leadership dynamics across regional hospitals (Creswell, 2013).

3.3 Data Sources and Variables

3.3.1 Setting

The study was performed in the governmental hospitals which are under the management of the Saudi Ministry of Health (MOH) in Qassim region in Saudi Arabia. This kind of clinical setting is characterized by fast-paced, high-stakes environment in which nurse managers need to coordinate various healthcare teams, deal with varying patient volumes and resource management within the operational standards set by the Ministry of Health.

3.3.2 Sample Size

For data collection, the complete census approach sampling technique was employed to gather data from the entire target population. The researcher invited all 200 nurse managers currently serving within the Ministry of Health facilities across the Qassim Region to participate. By executing a complete census rather than selecting a smaller sub-sample, the study eliminates sampling bias and ensures full representation. This comprehensive method guarantees that the findings accurately reflect the true levels of emotional intelligence and conflict resolution strategies across the broader population of nursing leaders in the region.

3.3.3 Inclusion Criteria

Male and female head nurses and/or active nurse managers with at least one full year of uninterrupted administrative or managerial service in their clinical units are represented in the sample. This makes sure that the participants have encountered enough operational conflicts “up front” to be able to respond to the survey.

3.3.4 Exclusion Criteria

To ensure that the focus is on front line unit level leadership, top-tier executive nursing directors, general nursing supervisors and newly appointed head nurses with less than one year of management experience are not included in the pool.

3.3.5 Recruitment

Recruitment of nurse managers was conducted in strict accordance with the Institutional Review Board (IRB) and administrative approvals within governmental hospitals in the Qassim Region. Following localized IRB clearance, hospital administrations issued official memos to eligible nursing leadership staff to initiate the process.

These administrative memos explicitly clarified that participation was entirely voluntary and optional, with no penalties for non-participation. All survey packets were distributed alongside detailed explanatory statements, which participants were instructed to retain for future reference regarding the study's aggregate results.

Adhering to Majmaah University ethical guidelines, the explanatory statements provided direct contact details for the research team to address inquiries or complaints. To ensure confidentiality and minimize response bias, participating departments were equipped with secure, sealed collection boxes for completed questionnaires. The researcher frequently visited each hospital site to monitor the collection process and maintain a secure chain of custody.

3.4 Data Collection

Data collection procedure will be carried out systematically based on official administrative permission. The researcher will first visit or contact directly with the Director of Nursing at each governmental hospital which participated in the study in the Qassim region. In these meetings, the researcher will deliver a presentation to the participants of the project introducing themselves, describing in detail the general goals, methods and institutionality of the research project and ask for cooperation.

After administrative approval, a designated online survey link containing the digital questionnaire will be sent directly to the nurse managers that are the target audience through institutional internal communications or institutional email lists. The link for the electronic questionnaire will be open for two months and will do so in order to allow clinical coordinators to submit the questionnaire in a reasonable amount of time and to maximize the number of 200 managers completing the questionnaire. During the collection phase, the main investigator will make clear contact methods on the survey website, such as a professional email and a telephone number, to respond to technical questions or explanations about the tools the participants may have at any point.

3.5 Research Instrument

3.5.1. Rationale for Selection

The rationale for selecting this three-part online self-administered survey lies in its established measurement accuracy and alignment with quantitative health management frameworks (McGrath et al., 2025). Utilizing a structured survey design ensures data collection is highly standardized, objective, and generalizable across the entire target population (Creswell, 2013). By adapting validated historical instruments, the research relies on proven construct validity and internal consistency needed to isolate precise leadership variables (Takona, 2024). This structured format eliminates bias, maintains participant anonymity, and effectively captures the complex relationship between distinct emotional domains and specific conflict resolution strategies.

3.5.2 A Three-Part Online Self-Administered Survey

A three-part online self-administered survey was used to collect data and is 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.

3.6 Validity and Reliability

To ensure the quantitative instruments effectively address the research questions, their psychological properties must meet strict standards of data measurement (Takona, 2024). In quantitative healthcare studies, validity represents an instrument’s fundamental capacity to accurately measure the specific, intended concept it was designed to evaluate rather than capturing unrelated variables (Creswell, 2013). This includes content and construct validity, which ensure that the survey items are fully representative of the theoretical dimensions under analysis (Creswell, 2013). Conversely, reliability signifies the overall consistency, stability, and dependability of the measurement process, ensuring that the tool yields identical, repeatable results when administered to the same subjects under unchanging conditions (McGrath et al., 2025).

The Arabic translations of the emotional intelligence and conflict management instruments demonstrated excellent internal consistency in a foundational regional study by Aseery et al. (2023), yielding Cronbach’s alpha scores of 0.879 and 0.866, respectively. Prior to formal analysis, the current survey was pilot-tested with 15 nurse managers to verify clarity. The dataset was then screened and cleaned in an Excel spreadsheet before being imported into SPSS, using a two-stage verification process to confirm complete variable scores, accurate frequencies, and sample size requirements.

3.7 Data Analysis

The data will be analyzed statistically with SPSS Version 24. Categorical demographic data will be presented using descriptive statistics (frequencies and percentages). Baseline levels of emotional intelligence will be determined by calculating mean scores, as well as standard deviations for the subscales of preferred conflict strategies. Variations in scores between the different groupings of the demographics will be evaluated using inferential statistics such as independent sample t-tests and one-way ANOVA. Finally, the Pearson correlation coefficient (r) will be used to establish the direction and significance of the relationship between domains of emotional intelligence and the active conflict resolution strategies with a value of P < 0.05.

3.8 Ethical Considerations

Ethical clearance will be obtained from the institutional review board (IRB) and appropriate health affairs ethics committees before the survey is launched. The first page of the digital portal will include a comprehensive description of the study's purpose, risks, and benefits to prospective participants. All survey items must be unlocked only after the manager has specifically checked and accepted an informed consent, which must be done in an electronic format, either mandatory or voluntary.

The design of the study is completely anonymous. There will be no collection of any personal identifier information such as names, employee identification numbers, specific facility names, or digital tracking device information, such as IP addresses.

There are no personal, financial or professional risks involved to the nurse managers for their participation in this study. The primary researcher will compile all the survey responses that are gathered throughout the project and store the data in an encrypted and password protected digital folder to ensure confidentiality of the data and to prevent unauthorized access to it.

3.9 Conclusion

In summary, the methodology detailed in this chapter establishes a rigorous, transparent, and ethically sound framework for executing this quantitative study. By employing a cross-sectional correlational design and a complete census approach, the study minimizes sampling bias and ensures that the findings authentically represent the regional nursing leadership population. Ultimately, the systematic data collection process and the structured SPSS analysis plan ensure that the resulting data will effectively address the primary research questions regarding modern nursing management in Saudi Arabia.

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Appendices

Appendix (A): Research Questionnaires

Part 1: Socio-Demographic Information

· Age:

· 25–30 years

· 31-35 years

· 36–39 years

· More than 40 years

· Gender:

· Female

· Male

· Years of Experience:

· 2–4 years

· 4–6 years

· More than 6 years

· Level of Income per Month:

· Less than 10000 SR

· 10000 to less than 16,000 SR

· 16,000 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

· 31-35 سنة

· 36-39 سنة

· أكثر من 40 سنة

الجنس:

· أنثى

· ذكر

عدد سنوات الخبرة:

· 2-4 سنوات

· 4-6 سنوات

· أكثر من 6 سنوات

مستوى الدخل الشهري:

· أقل من 10000 ريال سعودي

· من 10000 إلى أقل من 16,000 ريال سعودي

· 16,000 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.

2