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Background <p>Emotional intelligence (EI), conflict management (CM), and performance effectiveness (WPE) are emerging areas of study in workplace dynamics in healthcare. Rural health centers in Ethiopia lack documented studies on these areas. This study aimed to analyze the correlation between emotional intelligence, conflict management, and workplace performance effectiveness among healthcare workers in Hossana Town, Central Ethiopia.</p> Methods <p>This study used a mixed-methods research design with the dominant quantitative research approach. Three public health centers provided 213 participants. Data was collected using self-administered questionnaires. Emotional intelligence was measured by the Schutte Self-Report Emotional Intelligence Test (SSEIT); conflict management was measured by a validated Conflict Management Scale; and workplace performance effectiveness was measured using a 7-item scale, WPE (7 to 35). Data was analyzed using SPSS version 25. Participants’ scores of emotional intelligence, conflict management, and workplace performance effectiveness had a Cronbach’s alpha of 0.87, 0.84, and 0.88, respectively. Quantitative data were supplemented by 12 health care managers’ semi-structured interviews, and the data were analyzed thematically.</p> Results <p>Participants indicated above-average emotional intelligence (M = 40.17; SD = 6.237) and high conflict management (M = 40.23; SD = 6.609). EI and CM had a strong (<i>r</i> = 0.791; <i>p</i> &lt; 0.01) positive relationship. Regression analysis indicated that both EI and CM jointly explained 58.5% of the variance of WPE (R2 = 0.585; <i>p</i> &lt; 0.001; F(2,210) = 159.087). The direction of the impact indicated that CM (β = 0.455; t = 6.397, <i>p</i> &lt; 0.001) had a stronger predicting effect when compared to EI (β = 0.303; t = 4.255, <i>p</i> &lt; 0.001). The qualitative interviews identified four themes: (1) increased emotional awareness lessens everyday disputes, (2) a major absence of training for formal dispute management, (3) highly demanding workloads coupled with scarce resources create a heightened level of interpersonal friction, and (4) managers use informal, relationship-based methods. These qualitative themes explain the quantitative data by showing the contradiction of high self-reported CM scores with no training.</p> Conclusion <p>In rural Ethiopian health centers, the EI and CM of health care workers help predict job performance effectiveness. Managers use EI intuitively to resolve disputes, but there is no CM training. Health care policymakers need to provide EI and CM training in professional development for health workers in resource-limited settings.</p>

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Impact of emotional intelligence and conflict management on workplace dynamics in Hossana Health Centers, Central Ethiopia

  • 期刊论文

  • 出版模式：

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  • 发表日期：

    2026年7月9日

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  • Ashenafi Woldemichael Woime

摘要

Background

Emotional intelligence (EI), conflict management (CM), and performance effectiveness (WPE) are emerging areas of study in workplace dynamics in healthcare. Rural health centers in Ethiopia lack documented studies on these areas. This study aimed to analyze the correlation between emotional intelligence, conflict management, and workplace performance effectiveness among healthcare workers in Hossana Town, Central Ethiopia.

Methods

This study used a mixed-methods research design with the dominant quantitative research approach. Three public health centers provided 213 participants. Data was collected using self-administered questionnaires. Emotional intelligence was measured by the Schutte Self-Report Emotional Intelligence Test (SSEIT); conflict management was measured by a validated Conflict Management Scale; and workplace performance effectiveness was measured using a 7-item scale, WPE (7 to 35). Data was analyzed using SPSS version 25. Participants’ scores of emotional intelligence, conflict management, and workplace performance effectiveness had a Cronbach’s alpha of 0.87, 0.84, and 0.88, respectively. Quantitative data were supplemented by 12 health care managers’ semi-structured interviews, and the data were analyzed thematically.

Results

Participants indicated above-average emotional intelligence (M = 40.17; SD = 6.237) and high conflict management (M = 40.23; SD = 6.609). EI and CM had a strong (r = 0.791; p < 0.01) positive relationship. Regression analysis indicated that both EI and CM jointly explained 58.5% of the variance of WPE (R2 = 0.585; p < 0.001; F(2,210) = 159.087). The direction of the impact indicated that CM (β = 0.455; t = 6.397, p < 0.001) had a stronger predicting effect when compared to EI (β = 0.303; t = 4.255, p < 0.001). The qualitative interviews identified four themes: (1) increased emotional awareness lessens everyday disputes, (2) a major absence of training for formal dispute management, (3) highly demanding workloads coupled with scarce resources create a heightened level of interpersonal friction, and (4) managers use informal, relationship-based methods. These qualitative themes explain the quantitative data by showing the contradiction of high self-reported CM scores with no training.

Conclusion

In rural Ethiopian health centers, the EI and CM of health care workers help predict job performance effectiveness. Managers use EI intuitively to resolve disputes, but there is no CM training. Health care policymakers need to provide EI and CM training in professional development for health workers in resource-limited settings.