a gender perspective on conflict management strategies of nurses

8/10/2019 A Gender Perspective on Conflict Management Strategies of Nurses

http://slidepdf.com/reader/full/a-gender-perspective-on-conflict-management-strategies-of-nurses 1/10

able of contents

1. A gender perspective on conflict management strategies of nurses............................................................ 1



Document 1 of 1

A gender perspective on conflict management strategies of nurses

Author Valentine, Patricia E B

ProQuest document link

Abstract To apply a gender perspective to synthesis of research findings on conflict management.

The Thomas-Kilmann Mode Instrument (TKI), for measuring five conflict-handling strategies: avoiding,

compromising, collaborating, accommodating, and competing.

Nursing research studies with the TKI and other studies are synthesized from perspectives in three gender

theories.

Findings were that two conflict management strategies, avoiding and compromising, were used predominantly

by all categories of nurses. Possible reasons for over- and underuse of the remaining three strategies

(collaborating, accommodating, competing) are described. Implications of these findings for nurses and nursing

organizations are discussed.

Full text Headnote

Purpose: To apply a gender perspective to synthesis of research findings on conflict management.

Organizing Construct. The Thomas-Kilmann Mode Instrument (TKI), for measuring five conflicthandling

strategies: avoiding, compromising, collaborating, accommodating, and competing.

Method: Nursing research studies with the TKI and other studies are synthesized from perspectives in three

gender theories.

Conclusions: Findings were that two conflict management strategies, avoiding and compromising, were used

predominantly by all categories of nurses. Possible reasons for over- and underuse of the remaining three

strategies (collaborating, accommodating, competing) are described. Implications of these findings for nurses

and nursing organizations are discussed.

JOURNAL OF NURSING SCHOLARSHIP, 2001; 33:1, 69-74. 2001 SIGMA THETA TAU INTERNATIONAL

[Key words: administration, gender, conflict management, health care delivery]

In estimated 20% of managerial time is spent dealing with conflict. Conflict management is equal to if not slightly

higher in importance than planning, communication, motivation, and decision-making (McElhaney, 1996).

Research has indicated that nurses tend to take a passive approach to conflict management, and that this

approach is not in the best interests of contemporary work settings, nurses, or nursing. During the current

period of dynamic changes in health care systems when nurses are forced to assume new roles, knowledge of

conflict management strategies is particularly crucial.

Although nursing is a female-dominated profession, research in nursing management lacks a gender

perspective. Gender as a social context variable has been studied mostly in male-dominated organizations.

Therefore, viewing nursing administrative processes using gender as a variable warrants attention. The purpose

of this study was to apply a gender perspective in synthesis of research findings on conflict management, with

particular reference to eight studies that included use of the Thomas-Kilmann Mode Instrument (TKI; Thomas

&Kilmann, 1974) to measure conflict-handling strategies of various categories of nurses.

Three gender perspectives were applied in this analysis. First, the "gender-centered approach" (Riger

&Galligan, 1980; Terbourg, 1977) indicates that gender influences the behaviors, attitudes, and traits of women

and men. Gender differences are attributed to biological makeup and to socialization patterns of both sexes

(Powell, 1988).In another theory, beliefs, perceptions, and behaviors of men and women managers are viewed as a function of

different organizational structures they experience (Kanter, 1977). For example, women are seldom vested with

power or found in top organizational ranks or are found there in small numbers. In this perspective, differences

http://search.proquest.com/docview/236342261?accountid=1611




in behavior, attitudes, and traits are attributed to situational and structural factors.

A third approach, the gender-organization-system (GOS) perspective (Fagenson, 1993) includes the above two

perspectives but has two added assumptions: (a) individuals or organizations cannot be understood apart from

the culture (society) in which they are embedded; and (b) a change in individuals, organizations, and systems

precipitates change in other aspects of context, such as sex-role stereotypes, expectations, ideologies, culture,

and values. The GOS model is focused on status and experience of women and men in organizations along

with organizational and social systems in which they function.

Background

In management research literature, gender differences were identified in the 1950s, but not until the 1980s and

1990s was gender recognized as an important variable in organizational and administrative studies. During

these two decades, effects of gender were considered in several studies (Hearn &Parkin, 1987; Mills

&Simmons, 1994) that focused on women in male-dominated organizations. Research is sparse about women

in women-dominated organizations such as nursing.

In the past, nurses adopted findings from research on business organizations. This literature was focused

mainly on political and industrial organizations, not on health care organizations. Until recently much of the

research was carried out by male researchers, on male-dominated organizations, using men predominantly as

participants. According to studies on organizations (Fagenson, 1993; Nichols, 1996), women bring different

approaches to the workplace than do men.

Valentine's (1995b) case study of the culture of a Canadian hospital school of nursing indicated that women

nurse educators brought a distinctive orientation to the workplace. The link between work and home was part of

the culture that included an emphasis on workplace relationships. Striving for interpersonal connection was

evident among faculty, students, and staff. Two constructs, food and social events, were part of facilitating and

integrating relationships. The relationships instructors tried to foster were "more than just working relationships,

they strove to be friends" (Valentine &McIntosh, 1990, p. 366). Although meetings were used to accomplish

work goals, they also were used to build cohesion among instructors. Other research has indicated that

women's world is viewed through relationships instead of rules (Parasuraman &Greenhaus, 1993).

Research on gender differences in approaches to conflict management has shown that differences in

orientations and normative expectations resulted in women and men perceiving and handling conflict differently.

Women were more likely to help in expressive ways while men were more likely to use instrumental methods

(Burke, Weir, &Duncan, 1976). Men tended to use social influence and persuasion while women preferred

negotiation and mediation (Lind, Hou, &Tyler, 1994). Generally women were better able to empathize with the

other's perspective.

Other studies have revealed that differences in childhood socialization related to conflict may lead to differences

in adult behavior. For example, female participants had a more difficult time expressing negativecommunications than did their male counterparts (Chiauzzi, Heimberg, &Dody, 1982). Flax (1981) suggested

that women, who frequently function from an inferior position, often dislike themselves and distrust other

women. Workplace studies have associated specific behavioural patterns of women to a dislike of self and other

women (O'Leary, 1988).

Halpern and McLean Park's (1996) research on 50 advanced undergraduate university students who negotiated

funding in a low-conflict public policy negotiation case found differences in processes and outcomes between

women and men dyads. Women more than men focused on personal concerns and requested information

about other people's feelings. Women mentioned personal information sooner than did men. Men more so than

women used confrontational behavior. The researchers concluded that "females and males use some of the

same but also some different techniques. Their different orientation reflects different perspectives on conflict" (p.

63).

Although a generally accepted definition of conflict does not exist, Thomas (1992), who has been studying



conflict for over 20 years, defined it as "the process that begins when one party perceives that the other [party]

has negatively affected, or is about to negatively affect, something that he or she cares about" (p. 563). The

process model is focused on internal dynamics of specific conflict events and is useful for managing an ongoing

system and coping with crisis (Thomas, 1976).

Various conflict-handling strategies have been described. In a case study of a Canadian hospital school of

nursing, Valentine (1995a) found that avoiding was the major mode used for handling conflict. Instead of

discussing issues, social events were held in anticipation that homemade food and socializing with colleagues

(friends) would ameliorate conflict. According to key participants, avoiding was used to prevent open conflict,

preserve relationships, and be exemplary role models for students. Collaborating was used to resolve one

issue.

Valentine, Richardson, Wood, and Godkin (1998) carried out a retrospective study of nurse educators' and

administrators' perceived group process that included conflict-handling strategies. "Although there were

similarities between conflict management strategies used by [group] members and strategies described in the

management research literature, there also were significant differences" (p. 291). Participants in another study

(Valentine, Richardson, Wood, &Godkin, 1997) maintained that conflict had the potential to jeopardize personal

and work relationships and to thwart goal attainment. Conflict was viewed as negative. "In this context conflict

can be seen as distancing behaviour that could result in rejection, abandonment, or violence" (p. 33).

Shakeshaft (1987) found women educational administrators had similar attitudes towards conflict. Despite the

limitations of sample size, Bendelow's (1983) study of 15 women managers concluded that women used the

term conflict only for major altercations. Bernard (1981) found that conflict was a taboo topic for women. She

contended that "women have rarely defined the nature of conflict nor defined the issues" (p. 297).

Several instruments for measuring conflict-handling strategies have been used (Hall, 1969; Rahim, 1983), but

the TKI (Thomas &Kilmann, 1974) has been the most widely used to measure how nurses handle conflicts. The

TKI indicates five ways of handling conflict: avoiding, compromising, collaborating, accommodating, and

competing. Thomas and Kilmann (1977) reported reasonable support for substantive validity, particularly with

regard to overall population tendencies in social desirability. Their reported average alpha coefficient was .60.

The internal consistency coefficients were in the moderate range, and the average test-retest coefficient was

.64.

A summary of the findings on nurses' conflict-handling strategies is presented in Table 1. Demographic data

indicated Eason and Brown's (1999) and Washington's (1990) participants predominantly had associate

degrees. Seventyfive percent of Barton's (1991) participants were diploma graduates, and over 67% of

Hightower's (1986) participants held 4-year degrees or higher. Cavanagh (1991) classified his participants into

graduates and postgraduates. When gender was indicated, the majority of participants in all studies were

women. Washington's (1990) study had 12% men; Hightower's (1986) study had 2% men. The age of participants in five studies ranged from 21 to 60 years, with the majority 36-50 years (Barton, 1991; Cavanagh,

1991; Eason &Brown, 1999; Hightower, 1986; Washington, 1990). No data on age, education, or gender were

available for Barker's (1984) and Woodtli's (1987) studies, but the deans in Woodtli's study can be assumed to

have had graduate degrees.

Findings

Table 2 shows definitions of five conflict-management strategies, potential uses of the strategies, outcomes of

specific strategies, and frequency of use of particular strategies by staff nurses, nurse managers, nursing

deans, and nurse educators. Table 2 is a template for synthesizing how gender may influence the initial choice

and frequency of use of specific conflict-management strategies.

Avoiding

Avoiding was reported as frequently used, indicating that decisions on crucial issues were not confronted but

were arrived at by default. One possible explanation for frequent use of this mode may relate to the sense of



powerlessness associated with staff nurses' and nurse managers' roles. In their relationships with physicians

and upper-level administrators, a power differential is perceived. In a case study of nurse educators, Valentine

(1995a) suggested that frequent use of avoiding was related to nurses' orientation to others (caring ideology).

Marriner (1982), Tomey Marriner (1995), and Tomey Marriner and Poletti (1991) suggested that avoiding

produced unsuccessful results. Valentine and associates (1998) found that under certain circumstances, such

as when time was not a factor, avoiding was a successful strategy.

Compromising

Frequent use of compromising indicates a focus mainly on practical aspects of care. Larger issues, such as

principles, values, long-term goals, or well-being of organizations, are not considered. The game-like quality of

trading and bargaining may override the merits of dealing with overarching issues.

Nurses' perceptions of the hierarchicy may influence use of compromising as a way to handle conflict. Nurse

managers are often positioned between traditional decision makers (administrators, boards, physicians) who

are mainly men and subordinate workers (staff nurses, other health workers) who are mainly women. Staff

nurses are positioned between nurse managers and other subordinate health care workers and interact

frequently with health professionals who are perceived to be superordinate to them.

Rossi and Todd-Mansillas' (1990) study indicated that men's tendency was to use power (competing) to resolve

conflict with women. Thus nurse managers' and staff nurses' use of compromising may result in decisions being

made to benefit male professionals instead of nurses. Maxwell (1992) pointed out that men tended to be

"positional bargainers" who focused on their own positions while women tended to focus on others' interests.

Although two studies (Marriner, 1992; Tomey Marriner Poletti, 1991) of nurses indicated that compromising was

a successful strategy, one study showed it was an unsuccessful strategy (Tomey Marriner, 1995). Valentine and

colleagues' (1998) research revealed that compromising was used often because consensus was a group goal

that took precedence over individual and institutional goals. Lachter &Mosek's (1995) study that showed

comparisons of responses of students in social work and medicine showed that the more socialized they

became to their respective roles the more social work students (predominantly women) agreed to less than they

ideally wanted (compromising) instead of engaging in giving and taking (collaborating).

Collaborating

Infrequent use of this strategy indicates that differences in opinion may not be considered as opportunities to

learn and to solve problems, and significant concerns may not be incorporated into decisions. It may result inlack of commitment by subordinates and lack of recognition of collaborative situations.

One explanation for the under-use of this strategy is the perceived power differential that separates nurses and



other health care workers such as physicians with whom the potential for considerable conflict is strong.

Infrequent use of collaboration by all categories of nurses may also relate to the low self-esteem of many

women (nurses). People who lack selfassurance tend not to confront issues openly (Braiker, 1986). Low self-

esteem also contributes to difficulties expressing negative emotions, another female trait identified by Chiauzi,

Heimberg, and Dody (1982).

Underuse of collaborating indicates that important nursing issues may not be dealt with adequately. This

problem may occur particularly in situations with physicians and other health professionals when working

collaboratively is crucial to ensure quality patient care. Although collaborating is considered the most efficacious

conflict-management strategy (Marriner, 1982; Tomey Marriner, 1995; Tomey Marriner &Poletti, 1991), two

studies of nurse educators and administrators indicated it was used on only two occasions in those studies,

once to deal with a major issue (Valentine, 1995a; Valentine et al., 1998). Although collaborating was used as

the second strategy in Woodlti's (1987) study of 158 American nursing deans, they collaborated far less than

did managers, mostly male, who were used to standardize the TKI.

AccommodatingInfrequent use of accommodating indicates difficulties relinquishing issues, recognizing legitimate exceptions to

rules, forming good intentions, or admitting one is wrong. Low selfesteem and perceived powerlessness among

nurses may make it difficult to waive issues, make exceptions, be charitable, or admit being at fault. Frequent

use of accommodating shows that issues and needs of others (caring ideology) are considered, harmony is

desired, competition is rejected, and social credits are accumulated for later use. Accommodating might also

result in nurses' needs being given insufficient consideration. Valentine and colleagues' (1998) study of nurse

educators and administrators showed that accommodating was not readily identifiable as a group strategy.

Marriner (1982), Tomey Marriner, (1995), and Tomey Marriner and Poletti's (1991) research indicated that

accommodating was ineffective for resolving conflict.

Competing

Infrequent use of competing indicates difficulty in taking a firm stand on issues. It may mean lack of awareness

of power and skills or discomfort in using them. Others' concerns may be given first priority.



Researchers have suggested that competing is viewed differently by women compared to men. One

explanation for the under-use of competing may relate to nurses' feeling powerless because of the patriarchal

nature of organizations in which they work. It may also relate to nurses' focus on affiliative needs of others.

Several studies of nursing organizations (Harr, 1990; Valentine, 1995b; Valentine et al., 1998) and other gender

studies (Helgeson, 1990; Miller, 1986) have indicated that women's focus on socioemotive aspects of

relationships obviates against the use of power (competing). By putting the concerns of other health care

professionals first, nurses may hinder their effectiveness in advocating for themselves and for patients.

Participants denied using competing in Harr's (1990) study of nurse educators; participants in Valentine and

colleagues' (1998) study of nurse educators and administrators purposely employed the strategy of not

competing. Lachter &Mosek's (1995) study of social work students indicated they refrained from competing. The

explanation was that people who rely more on feelings (mostly women) tended to be less competitive. Although

many researchers stated that competing results in unsuccessful conflict management (Marriner, 1982; Tomey

Marriner &Politi, 1991; Tomey Marriner, 1995), the underuse by nurses (women) and relatively more frequent

use by men (physicians, administrators) indicates that nurses' concerns may be overridden.

Discussion

This synthesis of research studies shows that gender may influence nurses' choice of conflict-management

strategies. Viewed from a gender perspective, women are generally socialized to be more concerned with

interpersonal aspects of relationships than are men. Female nurses tend to view handling conflict as a way to

seek confirmation and support while also attempting to maintain harmony. By frequently avoiding conflict and

trying to preserve relationships, nurses' decisions may be arrived at by default rather than by directly

confronting issues. By treating conflict as individually rather than structurally derived, nurses may fail to work

collectively to resolve conflict.

Because nurses often work in patriarchal organizations in which they are unlikely to occupy the most powerful

positions, the choice of conflict-management strategy may, in part, be based on the powerlessness associated

with their positions. Overuse of compromising by nurses may result in the climate and long-term goals of

nursing organizations not being given serious consideration.

Although significant changes in North American women's roles have contributed to changes in nurses' roles,

changes in stereotypic attitudes and behaviors have been slow. Often the public and other health professionals

continue to hold traditional views about nurses' roles and positions in health care organizations. The lack of

recognizing, the trivializing, or the undervaluing of nurses' contributions by other health care professionals may

result in nurses lacking confidence in themselves and their roles. Low self-esteem often precludes expressing

negative feelings. This behavior coupled with nurses' orientation to others may indicate why nurses frequently

avoid conflictual situations or concede to others (compromising).

The perceived power differential and the lack of selfconfidence may also help to explain the underuse of collaborating by nurses. Nurses may find it difficult to accept that differences in opinion can be used as

opportunities to learn to resolve issues. Also the same feelings preclude the use of power (competing) by

nurses. The underuse of competing may result in the concerns of other health professionals, especially men,

taking precedence over the concerns of nurses and patients. The same results could occur when

accommodating is used often by nurses.

Conclusions

Gender theories make visible theory and practice of organizations that otherwise would be invisible. Gender as

a social construction is relevant for nursing, a women-- dominated profession. By studying organizations and

relationships concerning gender perspectives, nurses and others can better understand nursing administrative

processes such as conflict management. JNS

References

References



References

Barker, G. (1984). Conflict management behaviour of the staff nurse. Unpublished master's thesis, University of

Utah, Salt Lake City, UT.

Barton, A. (1991). Conflict resolution by nurse managers. Nursing Management, 22(5), 83-84, 86.

Bendelow, M. (1983). Managerial women's approaches to organizational conflict: A qualitative study.

Unpublished doctoral dissertation, The University of Colorado, Denver, CO.

Bernard, J. (1981). The female world. New York: The Free Press. Braiker, J. (1986). The type E woman. New

York: NAL Penguin Inc. Burke, R., Weir, T., &Duncan, G. (1976). Informal helping relationships

and work organizations. Academy of Management Journal, 19, 370-377. Cavanagh, S. (1991). The conflict

management style of staff nurses and nurse managers. Journal of Advanced Nursing, 15, 1254-1260.

Chiauzzi, E., Heimberg, R., &Dody, S. (1982). Task analysis of assertiveness behaviour revisited: The role of

situational variables in female college students. Behavioural Counseling Quarterly, 2, 42-50.

Eason, F., &Brown, S. (1999). Conflict management: Assessing educational needs. Journal for Nurses in Staff

Development, 15(3), 92-96. Fagenson, E. (Ed.). (1993). Women in management: Trends, issues and

challenges in managerial diversity. Newbury Park: Sage.

Flax,J. (1981). A materialistic view of women's status. Psychology of Woman Quarterly, 6(1), 123-137.

Hall,J. (1969). Conflict management survey: A survey of one's characteristic reaction to and handling of conflicts

between himself and others. Houston, TX: Telemetrics.

References

Halpern, J., &McLean Parks, J. (1996). Viva La Difference: Differences between males and females in process

and outcome in a low-conflict negotiation. The International Journal of Conflict Management, 7(1), 45-70.

Hart, K. (1990). Self preserving: Patterns guiding interpersonal conflict management for nursing faculty.

Unpublished master's thesis, The University of San Diego, San Diego, CA.

Hearn, J., &Parkin, W. (1987).'Sex' at 'work': The power and paradox of organizational sexuality. New York: St.

Martins Press.

Helgeson, S. (1990). The female advantage: Women's ways of leadership. Toronto, Canada:

Doubleday/Currency.

Hightower, T. (1986). Subordinate choice of conflict handling modes. Nursing Administration Quarterly, 11(1),

29-34.

Kanter, R. (1977). Men and women of the corporation. New York: Basic Books.

References

Lachter, J., &Mosek, A. (1995). Similarities and differences between social work and medical students in

empathy, conflict resolution and professional image. Social Sciences in Health, 1(2), 107-117.

Lind, E., Hou, Y., &Tyler, T. (1994). And justice for all: Ethnicity, gender and preferences for dispute resolutionprocedures. Law and Human Behaviour, 18, 269-290.

Marriner, A. (1982). Comparing strategies and their use managing conflict. Nursing Management, 13(6), 29-31.

Maxwell, D. (1992). Gender differences in mediation styles and their impact on mediators' effectiveness.

Mediation Quarterly, 9, 353-364. McElhaney, R. (1996). Conflict management in nursing. Nursing Management,

27(3), 49-50.

Miller,J. (1986). Toward anew psychology of women. Boston: Beacon Press. Mills, A., &Simmons, T. (1994).

Reading organization theory: A critical approach. Toronto, Canada: Garamond Press.

Nichols, N. (1996). Reach for the top: Women and the changing faces of work life. Boston: Harvard Business

School Press.

O'Leary, V. (1988). Women's relationships with women in the workplace. In B.A. Gutek, A.H. Stromberg, &L.

Larwood, (Eds.), Women and work (189-213). Newbury Park, CA: Sage.

Parasuraman, S., &Greenhaus, J. (1993). Personal portrait: The life-style of the woman manager. In E.



Fagenson (Ed.), Women in management: Trends, issues, and challenges in managerial diversity. Newbury

Park, CA: Sage.

Powell, G. (1988). Women and men in management. Newbury Park, CA: Sage. Rahim, A. (1983). Rahim

organizational conflict inventory- 11: Forms A, B, &C. Palo Alto, CA: Consulting Psychologists Press.

Riger, P., &Galligan, S. (1980). Women in management: An exploration of competing paradigms. American

Psychologist, 35, 902-910.

Rossi, A., &Todd-Mansillas, W. (Eds.). (1990). Communication, gender, and sex roles in diverse interaction

contexts. Norwood, NJ: Ablex. Shakeshaft, C. (1987). Women in educational administration. Beverly Hills, CA:

Sage.

References

Terbourg, J. (1977). Women in management: A research review. Journal of Applied Psychology, 62, 647-664.

Thomas, K. (1976). Conflict and conflict management. In M.D. Dunnette (Ed.), Handbook of industrial and

organizational psychology (889-935). Chicago: Rand McNally.

Thomas, K. (1992). Conflict and negotiation processes in organizations. In M.D. Dunnette &L.M. Hough (Eds.),

Handbook of industrial and organizational psychology (651-717). Palo Alto, CA: Consulting Psychologists

Press.

Thomas, K., &Kilmann, R. (1974). Thomas-Kilmann conflict mode instrument. Tuxedo, NY: XICOM.

Thomas, K., &Kilmann, R. (1977). Developing a forced-choice measure of conflict-handling behavior: The mode

instrument. Educational and Psychological Measurement, 37(2), 309-325.

Tomey Marriner, A. (1995) Strategies for managing conflict. Journal of Multicultural Nursing &Health, 2(1), 6-9.

Tomey Marriner, A., &Poletti, P (1991). Strategies for managing conflict. International Nursing Review, 38(4),

118-120.

Valentine, P. (1995a). Management of conflict: Do nurses/women handle it differently? Journal of Advanced

Nursing, 22, 142-149.

Valentine, P (1995b). Women's working worlds: A case study of a female organization. In D. Dunlop &P.

Schmuck (Eds.), Women leading in education (340-357). New York: State University of New York Press.

Valentine, RE.B. (1998). Managing conflict. In J. Hibberd &D. Smith, (Eds.), Nursing management in Canada

(2nd edition; 487-503). Toronto: Harcourt Brace.

References

Valentine, P., &McIntosh, G. (1990). Food for thought: Realities of a women-dominated organization. The

Alberta Journal of Educational Research, 36(4), 353-369.

Valentine, P, Richardson, S., Wood, M., &Godkin, D. (1997). In conflict with conflict. Canadian Journal of

Nursing Administration, 10(4), 23-44. Valentine, P., Richardson, S., Wood, M., &Godkin, D. (1998). Nurse

educators'/administrators' ways of handling conflict. Journal of Professional Nursing, 14(5), 288-297.Washington, S.R. (1990). Conflict management strategies utilized by nurses in the hospital setting. Unpublished

master's thesis, Texas Women's University College of Nursing, Denton, TX.

Woodtli, A. (1987). Deans of nursing: Perceived sources of conflict and conflict-handling modes. Journal of

Nursing Education, 26(7), 272-277.

AuthorAffiliation

Patricia E.B. Valentine, RN, PhD, Mu Sigma, Associate Professor, University of Alberta Faculty of Nursing,

Edmonton, Alberta, Canada. Correspondence to Dr. Valentine, University of Alberta Faculty of Nursing, 3rd

Floor Clinical Sciences Bldg., Edmonton, Alberta, Canada T6G 2G3. E-mail: [email protected]

Accepted for publication August 29, 2000.

MeSH Adult, Female, Group Processes, Humans, Male, Middle Aged, Nursing Administration Research, Sex

Factors, Conflict (Psychology) (major), Interpersonal Relations (major), Negotiating (major), Nursing Staff --

psychology (major), Personnel Management (major)



Publication title Journal of Nursing Scholarship

Volume 33

Issue 1

Pages 69-74

Number of pages 6

Publication year 2001

Publication date First Quarter 2001

Year 2001

Publisher Blackwell Publishing Ltd.

Place of publication Indianapolis

Country of publication United Kingdom

Publication subject Education--Higher Education, Medical Sciences--Nurses And Nursing

ISSN 15276546

CODEN IMNSEP

Source type Scholarly Journals

Language of publication English

Document type Journal Article

Accession number 11253585

ProQuest document ID 236342261

Document URL http://search.proquest.com/docview/236342261?accountid=1611

Copyright Copyright Sigma Theta Tau International, Inc., Honor Society of Nursing First Quarter 2001

Last updated 2014-06-28

Database ProQuest Research Library

_______________________________________________________________

Contact ProQuest

Copyright© 2014 ProQuest LLC. All rights reserved. - Terms and Conditions


http://www.proquest.com/go/contactsupport


http://search.proquest.com/info/termsAndConditions

http://search.proquest.com/info/termsAndConditions



a gender perspective on conflict management strategies of nurses

Documents