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t all team members comply with state and federal regulations. Nurse Manager: The nurse manager serves as a supervisor of nursing team members. In hospitals, there may be one nurse manager for every client care area in the hospital, such as the Medical-Surgical unit, Cardiac unit, Labor and Delivery unit, Surgical unit,... | https://www.ncbi.nlm.nih.gov/books/NBK613073/ | Chapter 1 Leadership Principles - Health Alterations - NCBI Bookshelf | ncbi.nlm.nih.gov | public_domain | false | 0.374 | 0.834 | ["management", "economy"] | 411 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:06.619155 | [
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ients, if applicable (varies by facility) In many facilities, charge nurses are RNs who serve as a liaison between nurses and physicians. In long-term care settings, they are the primary contact when communicating changes in client condition and processing new orders. In some states, LPN/VNs serve as charge nurses in l... | https://www.ncbi.nlm.nih.gov/books/NBK613073/ | Chapter 1 Leadership Principles - Health Alterations - NCBI Bookshelf | ncbi.nlm.nih.gov | public_domain | false | 0.511 | 0.838 | [] | 451 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:06.619203 | [
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recent vital signs, and the status of the client. Background: Provide pertinent background information about the client such as admitting medical diagnoses, code status, recent relevant lab or diagnostic results, and allergies. Assessment: Share abnormal assessment findings and your evaluation of the current client sit... | https://www.ncbi.nlm.nih.gov/books/NBK613073/ | Chapter 1 Leadership Principles - Health Alterations - NCBI Bookshelf | ncbi.nlm.nih.gov | public_domain | false | 0.407 | 0.834 | ["philosophy"] | 490 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:06.619238 | [
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iagnostic test, prescribe/change medication, etc. Repeat back: If you are receiving new orders from a provider, repeat them to confirm accuracy. Be sure to document communication with the provider in the client’s chart. Before using ISBARR to call a provider regarding a changing client condition or concern, it is impor... | https://www.ncbi.nlm.nih.gov/books/NBK613073/ | Chapter 1 Leadership Principles - Health Alterations - NCBI Bookshelf | ncbi.nlm.nih.gov | public_domain | false | 0.392 | 0.836 | ["communication", "philosophy"] | 450 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:06.619266 | [
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Code status o Allergies o Most recent vital signs o Most recent lab results o Current meds and IV fluids o If receiving oxygen therapy, current device and L/min • Before calling, reflect on what you expect to happen as a result of this call and if you have any recommendations or specific requests. • Repeat back any new... | https://www.ncbi.nlm.nih.gov/books/NBK613073/ | Chapter 1 Leadership Principles - Health Alterations - NCBI Bookshelf | ncbi.nlm.nih.gov | public_domain | false | 0.351 | 0.876 | ["philosophy"] | 486 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:06.619291 | [
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eyed by the sender is heard by the receiver and completed. Closed-loop communication is especially important during emergency situations when verbal orders are being provided as treatments are immediately implemented. See Figure 1.3 [ 13 ] for an illustration of closed-loop communication. Figure 1.3 Closed-Loop Communi... | https://www.ncbi.nlm.nih.gov/books/NBK613073/ | Chapter 1 Leadership Principles - Health Alterations - NCBI Bookshelf | ncbi.nlm.nih.gov | public_domain | false | 0.535 | 0.668 | ["communication", "crisis"] | 423 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:06.619313 | [
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mple I-PASS handoff in Table 1.2 .[ 15 ] Table 1.2. Sample I-PASS Verbal Handoff[ 16 ] View in own window I Illness Severity This is our sickest patient on the unit, and he’s a full code. P Patient Summary AJ is a 4-year-old boy admitted with hypoxia and respiratory distress secondary to left lower lobe pneumonia. He p... | https://www.ncbi.nlm.nih.gov/books/NBK613073/ | Chapter 1 Leadership Principles - Health Alterations - NCBI Bookshelf | ncbi.nlm.nih.gov | public_domain | false | 0.524 | 0.868 | ["crisis"] | 482 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:06.619333 | [
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epartment, he had worsening respiratory distress. In the emergency department, he was found to have a sodium level of 130 mg/dL likely due to volume depletion. He received a fluid bolus, and oxygen administration was started at 2.5 L/min per nasal cannula. He is on ceftriaxone. A Action List Assess him at midnight to e... | https://www.ncbi.nlm.nih.gov/books/NBK613073/ | Chapter 1 Leadership Principles - Health Alterations - NCBI Bookshelf | ncbi.nlm.nih.gov | public_domain | false | 0.325 | 0.84 | ["crisis"] | 414 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:06.619354 | [
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termine if his blood culture is positive tonight. S Situations Awareness & Contingency Planning If his respiratory distress worsens, get another chest radiograph to determine if he is developing an effusion. S Synthesis by Receiver Ok, so AJ is a 4-year-old admitted with hypoxia and respiratory distress secondary to a ... | https://www.ncbi.nlm.nih.gov/books/NBK613073/ | Chapter 1 Leadership Principles - Health Alterations - NCBI Bookshelf | ncbi.nlm.nih.gov | public_domain | false | 0.518 | 0.852 | ["strategy", "war_conflict"] | 473 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:06.619377 | [
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sure he is stable and check on his blood culture. If his respiratory status worsens, I will repeat a radiograph to look for an effusion. Read additional information about the roles and responsibilities of interprofessional team members in “ Health Care Settings & Team ” in Open RN Nursing Fundamentals, 2e. Documentatio... | https://www.ncbi.nlm.nih.gov/books/NBK613073/ | Chapter 1 Leadership Principles - Health Alterations - NCBI Bookshelf | ncbi.nlm.nih.gov | public_domain | false | 0.53 | 0.834 | ["management", "career", "philosophy"] | 431 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:06.619397 | [
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ses ensures continuity of care for their clients. It is well-known by health care team members that in a court of law the rule of thumb is, “If it wasn’t documented, it wasn’t done.” Any type of documentation in the electronic health record (EHR) is considered a legal document. Abbreviations should be avoided in legal ... | https://www.ncbi.nlm.nih.gov/books/NBK613073/ | Chapter 1 Leadership Principles - Health Alterations - NCBI Bookshelf | ncbi.nlm.nih.gov | public_domain | false | 0.318 | 0.844 | ["management", "governance"] | 431 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:06.619416 | [
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st of error prone abbreviations in the box below. Read the current list of error-prone abbreviations by the Institute of Safe Medication Practices. These abbreviations should never be used when communicating medical information verbally, electronically, and/or in handwritten applications. Abbreviations included on The ... | https://www.ncbi.nlm.nih.gov/books/NBK613073/ | Chapter 1 Leadership Principles - Health Alterations - NCBI Bookshelf | ncbi.nlm.nih.gov | public_domain | false | 0.344 | 0.834 | ["resume", "philosophy"] | 460 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:06.619437 | [
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ists and are also the location where nurses document medications administered. • Treatment Administration Records (TARs): In many facilities, treatments are documented on a treatment administration record. • Laboratory results: This section includes results from blood work and other tests performed in the lab. • Diagno... | https://www.ncbi.nlm.nih.gov/books/NBK613073/ | Chapter 1 Leadership Principles - Health Alterations - NCBI Bookshelf | ncbi.nlm.nih.gov | public_domain | false | 0.318 | 0.828 | ["economy", "philosophy"] | 448 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:06.619458 | [
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leria Palarski 2020. Used with permission. ↵ . 3. Institute for Healthcare Improvement. (n.d.). SBAR tool . https://www .ihi.org/resources /tools/sbar-tool-situation-background-assessment-recommendation ↵ . 4. Grbach, W., Vincent, L., & Struth, D. (n.d.). Reformulating SBAR to "I-SBAR-R". Quality and Safety Education... | https://www.ncbi.nlm.nih.gov/books/NBK613073/ | Chapter 1 Leadership Principles - Health Alterations - NCBI Bookshelf | ncbi.nlm.nih.gov | public_domain | false | 0.53 | 0.658 | ["philosophy", "innovation", "social_justice", "education"] | 457 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:06.619478 | [
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-sbar-r%22 ↵ . 5. Patient Safety and Quality . 6. An Evidence-Based Handbook for Nurses is in the public domain. ↵ . 7. Starmer, A. J., Spector, N. D., Srivastava, R., Allen, A. D., Landrigan, C. P., Sectish, T. C., & I-Pass Study Group. (2012). Transforming pediatric GME. Pediatrics, 129 (2), 201-204. https://www .ip... | https://www.ncbi.nlm.nih.gov/books/NBK613073/ | Chapter 1 Leadership Principles - Health Alterations - NCBI Bookshelf | ncbi.nlm.nih.gov | public_domain | false | 0.531 | 0.704 | ["communication", "education", "philosophy"] | 492 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:06.619498 | [
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sentinel-event-alert-newsletters /sentinel-event-alert-58-inadequate-hand-off-communication/ ↵ . [ PubMed : 28914519 ] 10. “ Bedside Shift Report Checklist ” by AHRQ is in the public domain. ↵ . 11. “ Bedside Shift Report Checklist ” by AHRQ is in the public domain. ↵ . 12. “ Bedside Shift Report Checklist ” by AHRQ i... | https://www.ncbi.nlm.nih.gov/books/NBK613073/ | Chapter 1 Leadership Principles - Health Alterations - NCBI Bookshelf | ncbi.nlm.nih.gov | public_domain | false | 0.503 | 0.698 | ["communication", "social_justice"] | 464 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:06.619519 | [
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vent/sentinel-event-alert-newsletters /sentinel-event-alert-58-inadequate-hand-off-communication/ ↵ . [ PubMed : 28914519 ] 16. Starmer, A. J., Spector, N. D., Srivastava, R., Allen, A. D., Landrigan, C. P., Sectish, T. C., & I-Pass Study Group. (2012). Transforming pediatric GME. Pediatrics, 129 (2), 201-204. https:/... | https://www.ncbi.nlm.nih.gov/books/NBK613073/ | Chapter 1 Leadership Principles - Health Alterations - NCBI Bookshelf | ncbi.nlm.nih.gov | public_domain | false | 0.544 | 0.684 | ["communication", "education", "philosophy"] | 495 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:06.619539 | [
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A. J., Spector, N. D., Srivastava, R., Allen, A. D., Landrigan, C. P., Sectish, T. C., & I-Pass Study Group. (2012). Transforming pediatric GME. Pediatrics, 129 (2), 201-204. https://www .ipassinstitute .com/hubfs/I-PASS-mnemonic.pdf ↵ . [ PMC free article : PMC9923540 ] [ PubMed : 22232313 ] 18. “ Winn _Army_Commun... | https://www.ncbi.nlm.nih.gov/books/NBK613073/ | Chapter 1 Leadership Principles - Health Alterations - NCBI Bookshelf | ncbi.nlm.nih.gov | public_domain | false | 0.512 | 0.682 | ["war_conflict", "education", "philosophy"] | 445 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:06.619586 | [
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ez-faire 2. What type of leader are you? Forbes . https://www .forbes.com /sites/davidcarlin /2019/10/18/democratic-authoritarian-laissez-faire-what-type-of-leader-are-you /?sh=618359422a6b ↵ 3. Lewin, K., Lippitt, R., & White, R. K. (1939). Patterns of aggressive behavior in experimentally created “social climates... | https://www.ncbi.nlm.nih.gov/books/NBK613073/ | Chapter 1 Leadership Principles - Health Alterations - NCBI Bookshelf | ncbi.nlm.nih.gov | public_domain | false | 0.567 | 0.664 | ["leadership"] | 492 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:06.619611 | [
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Full text links Cite Display options Display options Format Abstract PubMed PMID Abstract Background: Conflict is an unavoidable facet of relationships, and all leaders should have familiarity with the origins of, responses to, and resolutions of conflicts. Objective: Readers will become familiar with several concepts ... | https://pubmed.ncbi.nlm.nih.gov/32025560/ | Understanding individual and gender differences in conflict resolution: A critical leadership skill - PubMed | pubmed.ncbi.nlm.nih.gov | public_domain | false | 0.402 | 0.832 | ["war_conflict", "leadership", "networking", "philosophy"] | 470 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:06.739003 | [
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behaviors or actions between two or more actors. Understanding concepts such as the Ladder of Inference or Thomas-Kilmann response patterns are useful in becoming facile with conflict management and resolution. © 2019 Published by Elsevier Inc. on behalf of Women's Dermatologic Society. PubMed Disclaimer Figures Fig. 1... | https://pubmed.ncbi.nlm.nih.gov/32025560/ | Understanding individual and gender differences in conflict resolution: A critical leadership skill - PubMed | pubmed.ncbi.nlm.nih.gov | public_domain | false | 0.376 | 0.696 | ["management", "war_conflict"] | 479 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:06.739100 | [
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er of Inference, adapted from (Senge, 1990). Fig. 2 Thomas-Kilmann Patterns of Response, adapted… Fig. 2 Thomas-Kilmann Patterns of Response, adapted from (Thomas and Kilmann, 1974). Fig. 2 Thomas-Kilmann Patterns of Response, adapted from (Thomas and Kilmann, 1974). See this image and copyright information in PMC Refe... | https://pubmed.ncbi.nlm.nih.gov/32025560/ | Understanding individual and gender differences in conflict resolution: A critical leadership skill - PubMed | pubmed.ncbi.nlm.nih.gov | public_domain | false | 0.545 | 0.672 | ["education", "philosophy"] | 446 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:06.739145 | [
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l Defenses: Facilitating Organizational Learning. Brahnam S.D., Margavio T.M., Hignite M.A., Barrier T.B., Chin J.M. A gender-based categorization for conflict resolution. J Manag Dev. 2005;24(3):197–208. Chusmir L.H., Mills J. Gender differences in conflict resolution styles of managers: At work and at home. Sex Roles... | https://pubmed.ncbi.nlm.nih.gov/32025560/ | Understanding individual and gender differences in conflict resolution: A critical leadership skill - PubMed | pubmed.ncbi.nlm.nih.gov | public_domain | false | 0.608 | 0.682 | ["war_conflict", "management", "family", "education"] | 501 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:06.739180 | [
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solution styles. J Manag Dev. 2014;33(3):245–257. Senge P.M. Doubleday/Currency; New York City, NY: 1990. The fifth discipline: The art and practice of the learning organization. Show all 7 references Publication types Editorial Actions Search in PubMed Search in MeSH Add to Search LinkOut - more resources Full Text So... | https://pubmed.ncbi.nlm.nih.gov/32025560/ | Understanding individual and gender differences in conflict resolution: A critical leadership skill - PubMed | pubmed.ncbi.nlm.nih.gov | public_domain | false | 0.546 | 0.668 | ["education"] | 403 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:06.739221 | [
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ty School of Medicine, Morgantown, WV 26506 USA 2 Department of Biochemistry, West Virginia University, Robert C. Byrd Health Sciences Center, 64 Medical Center Drive, P.O. Box 9142, Morgantown, WV 26506 USA 3 Department of Microbiology, Immunology & Cell Biology, West Virginia University School of Medicine, Morgantown... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9159771/ | Introducing conflict resolution and negotiation training into a ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.478 | 0.828 | ["education"] | 424 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:06.860696 | [
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r 13; Accepted 2022 May 19; Collection date 2022. © The Author(s) 2022 Open Access This article is licensed under a Creative Commons Attribution 4.0 International License, which permits use, sharing, adaptation, distribution and reproduction in any medium or format, as long as you give appropriate credit to the origina... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9159771/ | Introducing conflict resolution and negotiation training into a ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.494 | 0.836 | ["innovation", "philosophy"] | 430 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:06.860790 | [
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about balancing the work with your colleague Q5. Your colleague says, “Last night, you left the equipment I needed this morning in the sink and dirty again. You never clean up after yourself. Why do you insist on being such a pig?”. How do you respond to reframe the attack? Q6. In a difficult conversation, your colleag... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9159771/ | Introducing conflict resolution and negotiation training into a ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.385 | 0.716 | ["crisis"] | 467 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:06.860821 | [
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TNA (best alternative to a negotiated agreement). At the beginning of the session, the students are asked to assume the role of an Assistant Professor whose boss has just asked them to take on the role of Director of Graduate Studies. The students are polled anonymously for their opinions of the pros and cons of taking... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9159771/ | Introducing conflict resolution and negotiation training into a ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.562 | 0.856 | ["negotiation"] | 474 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:06.860856 | [
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g exercises were very important components of these sessions. The demonstrations by the instructors were very well received by the students. These were semi-scripted to ensure that the exercises properly illustrated the points intended. One effective demonstration addressed managing your emotions and regaining control ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9159771/ | Introducing conflict resolution and negotiation training into a ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.535 | 0.828 | ["communication", "management", "crisis"] | 470 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:06.860899 | [
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ember and a student making a public presentation. As the faculty member continues to criticize, the student responds emotionally, either withdrawing or lashing out at the faculty member. The demonstration continues after the student lashes out to illustrate how the student can regain control by apologizing for the outb... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9159771/ | Introducing conflict resolution and negotiation training into a ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.341 | 0.852 | ["communication"] | 479 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:06.860940 | [
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on discussion on microaggression was implemented. Public service announcements from MTV and YouTube videos were used to illustrate examples of microaggression that were discussed as part of the class. The frequent benign intent of microaggressive statements was contrasted with the detrimental impact upon the recipient ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9159771/ | Introducing conflict resolution and negotiation training into a ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.327 | 0.824 | [] | 432 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:06.860962 | [
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candidate negotiating with a departmental chair. Throughout the three sessions of the course on negotiation, students worked with each other to prepare for their negotiation. The final negotiation occurred between the students and a faculty member. Three current chairs, two ex-chairs and two senior faculty in administr... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9159771/ | Introducing conflict resolution and negotiation training into a ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.576 | 0.832 | ["negotiation", "networking", "interview"] | 447 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:06.860986 | [
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this group all fighting is considered deplorable. Even an organised stick fight, which occasionally disrupts the otherwise cordial relations within a lineage, is unheard of in this subgroup. The main responsibility of the leader of the sublineage is to prevent or to quell an occasional brawl and to mete out a deserved ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10427275/ | Correlates of conflict resolution across cultures - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.571 | 0.846 | ["leadership", "governance"] | 446 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:06.982755 | [
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ed functions of procedural fairness: An adapta | https://pmc.ncbi.nlm.nih.gov/articles/PMC10427275/ | Correlates of conflict resolution across cultures - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.529 | 0.564 | [] | 46 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:06.982846 | [
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00 Arta, Greece 3 Faculty of Social Sciences, University of Ioannina, 45500 Ioannina, Greece * Correspondence: anastasiou@uoi.gr Received 2019 Dec 30; Accepted 2020 Feb 12; Collection date 2020 Mar. © 2020 by the authors. Licensee MDPI, Basel, Switzerland. This article is an open access article distributed under the o... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8314229/ | Leadership and Conflict Management Style Are Associated with the Effectiveness of School Conflict Management in the Region of Epirus, NW Greece - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.508 | 0.668 | ["innovation", "education"] | 419 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:07.104325 | [
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ce (ANOVA) followed by Tukey’s post-hoc tests. 3. Results The demographic characteristics of the teachers who participated in the present work are presented in Table 1 . Most of the teachers were above 40 years-old and about half of them had professional experience of over 16 years serving in their school unit. Table 1... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8314229/ | Leadership and Conflict Management Style Are Associated with the Effectiveness of School Conflict Management in the Region of Epirus, NW Greece - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.518 | 0.836 | ["career", "education"] | 415 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:07.104442 | [
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(n = 128) who participated in the current survey. Characteristic n Percentage % Age ≤ 30 3 2.3 30–40 33 25.8 40–50 57 44.5 > 50 35 27.3 Gender ♀ 73 57 ♂ 55 43 Work Experience ≤ 5 8 6.3 5–15 58 45.3 15–25 47 36.7 > 25 15 11.7 Years serving in the current school unit ≤ 5 70 54.7 5–15 46 35.9 15–25 8 6.3 Open in a new tab... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8314229/ | Leadership and Conflict Management Style Are Associated with the Effectiveness of School Conflict Management in the Region of Epirus, NW Greece - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.529 | 0.638 | ["education", "philosophy"] | 466 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:07.104477 | [
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4374889.pdf . [ Google Scholar ] 5. Iordanides G. The Role of the Head in an Educational Direction and Office. Kyriakidis Brothers Publishing; Athens, Greece: 2002. (In Greek) [ Google Scholar ] 6. Goleman D., Boyatzis R., McKee A. The New Leaders. Harvard Business School Press; Boston, MA, USA: 2002. [(accessed on 25 ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8314229/ | Leadership and Conflict Management Style Are Associated with the Effectiveness of School Conflict Management in the Region of Epirus, NW Greece - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.58 | 0.682 | ["leadership", "education"] | 452 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:07.104508 | [
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020 Aug 28; Accepted 2021 Jun 3; Issue date 2022. © The Author(s) 2021 Open Access This article is licensed under a Creative Commons Attribution 4.0 International License, which permits use, sharing, adaptation, distribution and reproduction in any medium or format, as long as you give appropriate credit to the origina... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.496 | 0.838 | ["innovation", "philosophy"] | 430 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:07.228005 | [
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nals (Berger et al., 2011 ; Stahl et al., 2016 ). This is due to the rapid growth of emerging country MNC and their expanding role in the global economy (Gammeltoft et al., 2010 ; Miska et al., 2016 ); and the context in which they operate, which is often characterized by poor institutional conditions, weak rule of law... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.389 | 0.706 | ["governance", "economy"] | 433 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:07.228099 | [
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business in their (home) emerging countries (e.g. Doh et al., 2011 ; Maak & Stoetter, 2012 ; Pless & Appel, 2012 ; Van de Loo, 2006 ).(2) These studies are predominantly about founders of responsible business organizations, or social enterprises, who have shaped the organizations through their mindsets and their moral ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.563 | 0.852 | ["ethics", "family", "philosophy"] | 473 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:07.228135 | [
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ituations (Coldwell et al., 2012 ; Varma, 2020 ). In this paper, we address this void by analyzing an aluminium production company’s decade-long struggle to commission a greenfield project in Odisha, India, and the dilemma faced by their new CEO. The scenario was as follows: In the early 1990s, a MNC, specialising in m... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.513 | 0.844 | ["communication", "governance"] | 446 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:07.228165 | [
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orally right and an alternative option that is clearly morally wrong. Complex stakeholder settings may cause dilemmas which are dynamic and messy, preventing ‘quick fixes’ and clear solutions. Often these dilemmas are grounded in values – not right vs wrong, but right vs right (Kidder, 1995 ) – and require individuals ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.355 | 0.852 | ["ethics"] | 467 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:07.228222 | [
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and facilitate activities and relationships” to achieve certain objectives (Yukl, 2012 , p. 6). RL broadens the leader–follower relationship and encompasses a broader group of stakeholders as followers (e.g. Doh & Quigley, 2014 ; Freeman & Auster, 2011 ; Maak & Pless, 2006 ; Voegtlin, 2011 ; Waldman & Galvin, 2008 ) th... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.617 | 0.836 | ["leadership", "networking"] | 413 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:07.228252 | [
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, relational roles (servant, weaver/boundary spanner) and operational roles (change agent, architect and coach). These roles are overlapping, they form an integrated whole – a “gestalt”. Depending on time and place the leader enacts different roles or different sets of roles as required (Maak & Pless, 2006 ). A key ide... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.61 | 0.844 | ["leadership", "philosophy"] | 460 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:07.228282 | [
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d the actions and deeds of organizational members in interaction with stakeholders (Maak & Pless, 2006 ). The leader as visionary has foresight and a long-term perspective. Role behaviour include the motivation and inspiration of followers through a clear sense of purpose directed towards all legitimate stakeholders of... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.605 | 0.844 | ["leadership", "motivation", "communication", "strategy", "war_conflict"] | 486 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:07.228311 | [
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ty in addressing and resolving societal problems. As part of this role he/she demonstrates caring behaviour aimed at the well-being of local and global communities that are impacted by business operations (Pless, 2007 ). Other roles have a particular relational character, such as the roles of servant, weaver/boundary s... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.431 | 0.822 | ["communication"] | 420 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:07.228340 | [
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ing other firms, the environment, and communities in which they operate (Finkelstein et al., 2009 ; Maak et al., 2016 ). They are responsible, both for facilitating the relational processes with and among stakeholders and for the quality of these relationships. As communicators leaders articulate the particular purpose... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.579 | 0.83 | ["leadership", "strategy", "networking"] | 431 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:07.228369 | [
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nd cultivate responsible business (Maak & Pless, 2006 ). There is hope that businesses and their leaders through their power, resources and influence can contribute to positive and sustainable change for the better. As architect the leader ensures that a moral infrastructure is in place and that systems and processes a... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.625 | 0.854 | ["leadership", "ethics"] | 494 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:07.228406 | [
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rganizational objectives (e.g., maximizing profits, realizing growth) and business performance, paying little or no attention to non-core business issues. They feel only accountable to shareholders of the firm (fiduciary duty towards the owners of the firm) and have a limited range of stakeholder interactions, mainly f... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.407 | 0.828 | ["salary", "governance", "war_conflict", "philosophy"] | 456 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:07.228437 | [
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d the recognition and protection of their rights. As such it transcends self-interest, includes an altruistic spirit (Melé, 2009 ), as well as respect for dignity and human rights (Eisenbeiss, 2012 ; Honneth, 1997 ), and identifies its roots philosophically in Kant’s ( 1977 ) categorical imperative, the Confucian golde... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.348 | 0.834 | ["social_justice", "faith_spirituality"] | 423 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:07.228474 | [
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distinction that is relevant to this orientation. He distinguishes between a formal ex-post responsibility and a substantive ex-ante responsibility. Ex-post responsibility means to take responsibility for past wrongdoing (e.g., in the form of a legal punishment, such as payment of a fine). In contrast, substantive resp... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.499 | 0.682 | ["philosophy", "leadership", "decision_making", "salary"] | 472 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:07.228572 | [
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amed by a set of rules or rule-governed concerns. In managerial decision-making, moral imagination entails perceiving norms, social roles, and relationships entwined in any situation. Moral imagination allows individuals to create alternative solutions when faced with a moral dilemma, which often presents two competing... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.388 | 0.846 | ["ethics", "management", "decision_making", "networking"] | 493 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:07.228625 | [
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. Second, a capacity for productive imagination . This means to overcome the tendency to generalize a dominant operating script or perspective and to be able to challenge one’s perspective on an issue, activity or decision; and be aware other mental models. Third, an ability for creativity as envisioning and actualizin... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.362 | 0.834 | ["strategy", "decision_making", "ethics", "crisis", "innovation"] | 431 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:07.228675 | [
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gle to commission a greenfield project in Odisha. Hindalco Industries, Aditya Birla Group (ABG) Hindalco Industries Ltd is a US $15 billion metal flagship company of ABG founded in 1998. In 2017, it was ranked 14 in Fortune India 500 and has a presence in 10 countries outside India. Its product portfolio includes alumi... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.496 | 0.838 | [] | 428 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:07.228717 | [
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ronment protection, quality and export performance. With an ambition of becoming a premium global metal producer, Hindalco began an ambitious expansion of its aluminium metal business with multiple major greenfield projects, including the UAIL refinery, which was planned in the Kashipur Block region of Odisha. The Soci... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.336 | 0.842 | ["economy", "philosophy"] | 461 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:07.228750 | [
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pulation living below the poverty line (see Figs. 1 , 2 ) and only 20% of people owning land (World Bank, 2016 ). Unemployment is high, and 61.8% of those who have work are involved in agricultural activities; literacy is very low (72.87% in the 2011 Census of India: see Census, 2011 ). The state population has a high ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.283 | 0.876 | ["career", "economy"] | 496 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:07.228789 | [
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6.5%, as per the 2001 census: see Census, 2001 ). On the other hand, the state is rich in mineral resources and fertile land. However, it lacks the resources and technology to explore the deposits (Kaushal, 2017 ). To develop the state and its economy, the government has invited domestic and foreign investors and encou... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.299 | 0.838 | ["governance", "diplomacy", "economy"] | 411 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:07.228833 | [
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3 in the most remote and hilly terrain of Odisha. After receiving approval from the state government, and acquiring land for the plant, construction of the long-distance conveyor system, railway siding, raw water intake and waste disposal areas began in 1993 under the supervision of the state government. A total of aro... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.485 | 0.84 | ["governance", "strategy"] | 424 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:07.228868 | [
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ifficulties for managers and contractors to work. Employees reported: On a few occasions, we were under severe pressure to stop work due to local protests. We were helpless, as the villagers had difficulty understanding either our language or the importance of maintaining progress on the project. Many of our officers w... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.377 | 0.84 | ["management", "crisis"] | 442 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:07.228895 | [
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at the land be given back to the original owners. A tribal villager explained his struggle and fears as follows: Getting sufficient food twice a day for all the members of my family was difficult. Several days a month we could offer food to our children only and with nothing available for adults. The small area of land... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.483 | 0.862 | ["family", "strategy", "crisis"] | 446 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:07.228930 | [
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g. In essence, he was faced with a moral dilemma. On the one hand, he might order the project to be stopped to preserve the status quo of the environment and indigenous lifestyle (including poverty and lack of education) as anti-capitalist/anti-industrialization groups were requesting. The other option was to face the ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC8219517/ | Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.392 | 0.836 | ["crisis", "ethics", "war_conflict", "economy", "education"] | 447 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:07.228975 | [
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rch LinkOut - more resources Full Text Sources ClinicalKey Elsevier Science | https://pubmed.ncbi.nlm.nih.gov/36567219/ | How to be Better Leaders Through Effective Conflict Resolution - PubMed | pubmed.ncbi.nlm.nih.gov | public_domain | false | 0.488 | 0.722 | [] | 75 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:07.347753 | [
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ry regulation or exceeds the permitted use, you will need to obtain permission directly from the copyright holder. To view a copy of this licence, visit http://creativecommons.org/licenses/by/4.0/ . The Creative Commons Public Domain Dedication waiver ( http://creativecommons.org/publicdomain/zero/1.0/ ) applies to the... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10103535/ | Conflict resolution styles and skills and variation among medical students - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.333 | 0.664 | ["innovation"] | 411 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:07.468887 | [
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were summarized with frequencies and percentages. The outcomes were compared between groups using the Wilcoxon rank-sum test for scores and chi-square or Fisher’s exact test where appropriate for survey questions with categorical values. All tests were two-sided and the level of statistical significance was set to 0.05... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10103535/ | Conflict resolution styles and skills and variation among medical students - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.512 | 0.826 | ["ethics", "philosophy"] | 440 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:07.468984 | [
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erformed using SAS 9.4 (SAS Institute, Cary, NC). Participants and ethical considerations All students enrolled in the transition to residency course were required to complete the simulation exercise as part of the mandatory transition to residency course. Students received all components of the curriculum (just in a d... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10103535/ | Conflict resolution styles and skills and variation among medical students - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.503 | 0.828 | ["philosophy", "ethics"] | 423 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:07.469018 | [
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6 1 Pre-entrustable 1 (2.8%) 6 (9.7%) Not evaluated 5 5 Total Negotiation Score (Max 40) Median (25th, 75th percentiles) 31.7 (28.2, 36.5) 31.3 (24.5, 34.9) 0.29 2 Range (13.7–39.0) (8.2–40.0) Missing 2 0 Total Emotional Quotient Score (Max 600) Median (25th, 75th percentiles) 529.5 (501.0, 545.0) 514.5 (479.0, 546.0) ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10103535/ | Conflict resolution styles and skills and variation among medical students - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.517 | 0.684 | ["negotiation"] | 413 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:07.469053 | [
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iculum as part of their experience in a transition to residency course. However, all students completed all components of the same curriculum and assessment of student skill (which was evaluated in this study) did not contribute to determination of the student’s grade. Consent for publication Not applicable. Declaratio... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10103535/ | Conflict resolution styles and skills and variation among medical students - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.341 | 0.824 | ["education"] | 419 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:07.469083 | [
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rs declare that they have no competing interests. Disclaimers The contents of this publication are the sole responsibility of the author(s) and do not necessarily reflect the views, opinions or policies of Uniformed Services University of the Health Sciences (USUHS), the Department of Defense (DoD), and the Departments... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10103535/ | Conflict resolution styles and skills and variation among medical students - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.493 | 0.842 | ["governance", "war_conflict", "economy", "education", "philosophy"] | 466 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:07.469111 | [
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] [ Google Scholar ] 4. Jehn KA, Effectiveness E. An investigation of advantages and disadvantages of Value-based Intragroup. Confl Int J Confl Manage. 1994;5(3):223–38. doi: 10.1108/eb022744. [ DOI ] [ Google Scholar ] 5. Riskin A, et al. The impact of rudeness on Medical Team performance: a Randomized Trial. Pediatri... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10103535/ | Conflict resolution styles and skills and variation among medical students - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.562 | 0.684 | ["management", "crisis", "philosophy"] | 424 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:07.469146 | [
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] [ Google Scholar ] 32. Levinson W, Chaumeton N. Communication between surgeons and patients in routine office visits. Surgery. 1999;125(2):127–34. doi: 10.1016/S0039-6060(99)70255-2. [ DOI ] [ PubMed ] [ Google Scholar ] 33. Levinson W, et al. Physician-patient communication. The relationship with malpractice claims ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10103535/ | Conflict resolution styles and skills and variation among medical students - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.507 | 0.694 | ["communication", "networking"] | 496 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:07.469173 | [
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[ Google Scholar ] 34. Roter DL, Hall JA, Aoki Y. Physician gender effects in medical communication: a meta-analytic review. JAMA. 2002;288(6):756–64. doi: 10.1001/jama.288.6.756. [ DOI ] [ PubMed ] [ Google Scholar ] 35. Ambady N, et al. Surgeons’ tone of voice: a clue to malpractice history. Surgery. 2002;132(1):5–9.... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10103535/ | Conflict resolution styles and skills and variation among medical students - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.523 | 0.684 | ["communication"] | 412 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:07.469200 | [
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current study are available from the corresponding author on reasonable request. | https://pmc.ncbi.nlm.nih.gov/articles/PMC10103535/ | Conflict resolution styles and skills and variation among medical students - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.515 | 0.722 | ["education", "philosophy"] | 80 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:07.469231 | [
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Kenneth Thomas and Ralph Kilmann based their conflict style inventory on the managerial grid developed by Blake and Mouton . They arranged five conflict resolution approaches on scales of two individual characteristics: assertiveness and cooperativeness. They also developed the Thomas-Kilmann Conflict Mode Instrument t... | https://www.praxisframework.org/en/library/thomas-kilmann | Thomas-Kilmann - Praxis Framework | praxisframework.org | unknown | false | 0.47 | 0.85 | ["war_conflict", "management"] | 512 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:07.588474 | [
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irm stand because they are confident in their position. They often operate from a position of power. The style is useful when the conflict needs to be resolved urgently; when the solution is unpopular or when the other party is trying to exploit a situation to their own advantage. Care must be taken not to use this sty... | https://www.praxisframework.org/en/library/thomas-kilmann | Thomas-Kilmann - Praxis Framework | praxisframework.org | unknown | false | 0.395 | 0.87 | ["economy", "war_conflict", "rhetoric"] | 497 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:07.588658 | [
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yle tries to meet the needs of everyone involved. Someone who adopts this style can still be assertive but, unlike the ‘competitor’ they acknowledge everyone’s views have equal importance. This style tries to bring together many viewpoints to arrive at the best solution and should be the first style employed, for examp... | https://www.praxisframework.org/en/library/thomas-kilmann | Thomas-Kilmann - Praxis Framework | praxisframework.org | unknown | false | 0.422 | 0.84 | ["management", "negotiation", "war_conflict", "education"] | 465 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:07.588701 | [
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s that all parties feel only partially satisfied. Compromise means everyone has to give up something but is useful when the impact of the conflict on project, programme or portfolio objectives outweighs the effects of breaking the impasse between equal parties. This approach is most likely to be used during the deliver... | https://www.praxisframework.org/en/library/thomas-kilmann | Thomas-Kilmann - Praxis Framework | praxisframework.org | unknown | false | 0.36 | 0.858 | ["negotiation", "war_conflict"] | 471 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:07.588734 | [
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eds of others and the expense of their own needs. This is unlikely to be a suitable style for a P3 manager whose primary interest is to meet the needs (objectives) of the project, programme or portfolio. It should only be adopted if it is the only way to resolve a conflict and the impact of non-resolution is worse than... | https://www.praxisframework.org/en/library/thomas-kilmann | Thomas-Kilmann - Praxis Framework | praxisframework.org | unknown | false | 0.445 | 0.86 | ["war_conflict", "management"] | 438 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:07.588767 | [
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k to evade the conflict or pass it on to another. The only situations where this can really be acceptable are where a P3 manager genuinely believes that someone else is better placed to resolve a conflict. It would be perfectly reasonable, for example, for a P3 manager to pass responsibility for resolving a conflict wi... | https://www.praxisframework.org/en/library/thomas-kilmann | Thomas-Kilmann - Praxis Framework | praxisframework.org | unknown | false | 0.403 | 0.86 | ["war_conflict", "management", "philosophy"] | 455 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:07.588796 | [
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afety.(2) Physician leaders must be aware of the circumstances that can lead to the rise of ambiguity in their organizations. Ambiguity can arise from five specific circumstances.(2) Information that is incorrect or misleading is a major cause of ambiguity in organizations. Physician leaders must always ensure that the... | https://www.physicianleaders.org/articles/managing-conflict-key-leadership-skill | Managing Conflict: A Key Leadership Skill | AAPL Publication | physicianleaders.org | unknown | false | 0.365 | 0.85 | ["leadership", "philosophy", "war_conflict"] | 495 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:07.710192 | [
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the same way by stakeholders in the organization. Multiple efforts at communication using different communication formats should reduce this cause of ambiguity. Physician leaders need to be aware, however, that too much information can lead to information overload. Information overload can result in lack of certainty a... | https://www.physicianleaders.org/articles/managing-conflict-key-leadership-skill | Managing Conflict: A Key Leadership Skill | AAPL Publication | physicianleaders.org | unknown | false | 0.423 | 0.836 | ["philosophy", "leadership", "communication", "war_conflict"] | 481 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:07.710351 | [
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MA. Managing Conflict in Organizations . 3rd Ed. Westport, CT: Quorum Books, 2001. Lee L, Berger DH, Awad SS, et al . Conflict resolution: practical principles for surgeons. World J Surg . 2008;32(11):2331-5. Topics Team Building Conflict Management Action Orientation Related How to Avoid a False Start When You’re Lead... | https://www.physicianleaders.org/articles/managing-conflict-key-leadership-skill | Managing Conflict: A Key Leadership Skill | AAPL Publication | physicianleaders.org | unknown | false | 0.601 | 0.71 | ["management", "leadership", "war_conflict", "negotiation"] | 511 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:07.710417 | [
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Meetings, and Negotiations: A Leadership Communication Tool Recommended Reading Problem Solving How to Avoid a False Start When You’re Leading a Big Change Problem Solving The Art of Listening in Medicine Is More Than a Skill. It’s a Necessity Problem Solving The One-Page Manager Framework for Effective Calls, Meetings... | https://www.physicianleaders.org/articles/managing-conflict-key-leadership-skill | Managing Conflict: A Key Leadership Skill | AAPL Publication | physicianleaders.org | unknown | false | 0.624 | 0.692 | ["leadership", "management", "communication", "negotiation", "career"] | 511 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:07.710482 | [
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ning Builds Trust, Communication, and Performance in Healthcare Team Building and Teamwork The Emerging Physicians Leadership Program at Boston Children’s Hospital: A Unique Program Equipping Exemplary Mid-Career Physicians to Successfully Transition to Leadership Within the Organization Team Building and Teamwork Appl... | https://www.physicianleaders.org/articles/managing-conflict-key-leadership-skill | Managing Conflict: A Key Leadership Skill | AAPL Publication | physicianleaders.org | unknown | false | 0.598 | 0.676 | ["leadership", "management", "career", "communication", "family"] | 511 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:07.710540 | [
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-assessment The AAPL Experience Leadership Basics & Early Career Advanced & C-Level Find CME Courses Events Reaching CPE Status Master's Programs Fellowship (FAAPL) Coaching & Mentoring Job Board AAPL Solutions for Organizations & Teams Leadership Library Physician Leadership White Paper Articles & Guides Newsletter Si... | https://www.physicianleaders.org/articles/managing-conflict-key-leadership-skill | Managing Conflict: A Key Leadership Skill | AAPL Publication | physicianleaders.org | unknown | false | 0.584 | 0.69 | ["leadership", "management", "career"] | 512 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:07.710586 | [
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he Journal of Medical Practice Management FAST Practice Newsletter Shop Books SoundPractice Podcast Contribute Membership & Community Benefits of Membership Join or Renew My Dashboard Hear from Members AAPL Helix Community Mentorship The Vanguard Fellowship (FAAPL) Annual Leadership Conference About AAPL Our Story AAPL... | https://www.physicianleaders.org/articles/managing-conflict-key-leadership-skill | Managing Conflict: A Key Leadership Skill | AAPL Publication | physicianleaders.org | unknown | false | 0.586 | 0.682 | ["leadership", "management", "salary"] | 452 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:07.710650 | [
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act Us LEADERSHIP IS LEARNED ™ For over 50 years. The American Association for Physician Leadership has helped physicians develop their leadership skills through education, career development, thought leadership and community building. The American Association for Physician Leadership (AAPL) changed its name from the A... | https://www.physicianleaders.org/articles/managing-conflict-key-leadership-skill | Managing Conflict: A Key Leadership Skill | AAPL Publication | physicianleaders.org | unknown | false | 0.422 | 0.844 | ["leadership", "career", "education"] | 490 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:07.710706 | [
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at has been serving physician leaders since 1975. CONTACT US Mail Processing Address PO Box 96503 I BMB 97493 Washington, DC 20090-6503 Payment Remittance Address PO Box 745725 Atlanta, GA 30374-5725 (800) 562-8088 (813) 287-8993 Fax customerservice@physicianleaders.org CONNECT WITH US LOOKING TO ENGAGE YOUR STAFF? AAP... | https://www.physicianleaders.org/articles/managing-conflict-key-leadership-skill | Managing Conflict: A Key Leadership Skill | AAPL Publication | physicianleaders.org | unknown | false | 0.396 | 0.82 | ["leadership", "communication", "management", "salary"] | 433 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:07.710739 | [
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luable team members and improve patient outcomes. AAPL Enterprise Solutions © 2026 American Association for Physician Leadership, Inc. All rights reserved. | Advertising Kit | Press Room | | https://www.physicianleaders.org/articles/managing-conflict-key-leadership-skill | Managing Conflict: A Key Leadership Skill | AAPL Publication | physicianleaders.org | unknown | false | 0.572 | 0.606 | ["leadership", "management", "social_justice"] | 189 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:07.710769 | [
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ams, fostering a collaborative and values-driven organizational culture. According to Triantari (2020) the transformational leader can become the cause of transformation of the moral values of the subordinates in an organization [ 32 ]. He/She appears charismatic, activates and motivates the team, having the charisma o... | https://www.mdpi.com/2071-1050/17/5/2248 | Sustainable Leadership and Conflict Management: Insights from Greece’s Public Sector | mdpi.com | unknown | false | 0.445 | 0.842 | ["ethics", "philosophy", "leadership", "management", "motivation"] | 486 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:07.831601 | [
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lic Works in Region of Central Macedonia, Greece. In the introductory note of the questionnaires, it was emphasized that anonymity is fully respected, as well as the protection of personal data by the University of Western Macedonia, and also that the answers of the participants will be used only for scientific purpose... | https://www.mdpi.com/2071-1050/17/5/2248 | Sustainable Leadership and Conflict Management: Insights from Greece’s Public Sector | mdpi.com | unknown | false | 0.498 | 0.838 | ["education"] | 435 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:07.831707 | [
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strument’s clarity, time requirements, and potential issues with item interpretation. Based on the feedback from the pilot test, minor revisions were made to improve the clarity and wording of some questions. In the main data collection process, no incentives were provided to participants. The surveys were distributed ... | https://www.mdpi.com/2071-1050/17/5/2248 | Sustainable Leadership and Conflict Management: Insights from Greece’s Public Sector | mdpi.com | unknown | false | 0.55 | 0.84 | ["strategy"] | 473 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:07.831749 | [
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ants in case they want to contact for any reason. The questionnaires were sent to the Public Works Departments of the 7 Regional Prefectures and the 38 Municipalities of Region of Central Macedonia in Greece. The distribution was made electronically through the Human Resources Department of each service, after the cons... | https://www.mdpi.com/2071-1050/17/5/2248 | Sustainable Leadership and Conflict Management: Insights from Greece’s Public Sector | mdpi.com | unknown | false | 0.525 | 0.85 | ["philosophy", "management", "resume"] | 475 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:07.831779 | [
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nce and showed excellent reliability (α = 0.947). Transformative: The factor includes 3 questions such as e.g., “Encouraging, encouraging and animating colleagues” and “Ability to change and improve work”, explains 21.13% of the total variance and showed excellent reliability (α = 0.907). Autocratic: The factor include... | https://www.mdpi.com/2071-1050/17/5/2248 | Sustainable Leadership and Conflict Management: Insights from Greece’s Public Sector | mdpi.com | unknown | false | 0.426 | 0.686 | ["philosophy"] | 477 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:07.831807 | [
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0.... | ||
on team outcomes based on emotional perspective. Thirdly, this study just chooses OEA dimension to measure team emotional intelligence. Al | https://www.frontiersin.org/journals/psychology/articles/10.3389/fpsyg.2022.921300/full | Frontiers | Exploring the relationships between team leader’s conflict management styles and team passion: From the emotional perspective | frontiersin.org | unknown | false | 0.569 | 0.59 | ["management", "education"] | 138 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:07.952621 | [
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m emotional climate and TEI were responded by team members. In order to match team leaders and members, we designed three items such as “what’s you last name” and “what’s your team leader’s last name.” For team leader, 86.79% respondents were males. On the aspect of age, 62.86% of the respondents was between 26 and 35 ... | https://www.frontiersin.org/journals/psychology/articles/10.3389/fpsyg.2022.921300/full | Frontiers | Exploring the relationships between team leader’s conflict management styles and team passion: From the emotional perspective | frontiersin.org | unknown | false | 0.429 | 0.718 | ["management", "leadership"] | 494 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:07.952738 | [
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eached 13.3%. The rest are below bachelor degree. In terms of working years, 50.48% respondents have been working for 6–10 years. For team members, 75.82% respondents were males. On the aspect of age, respondents between 26 and 35 years arrived 60.71%, which is the most. 84.9% respondents held a bachelor degree, then m... | https://www.frontiersin.org/journals/psychology/articles/10.3389/fpsyg.2022.921300/full | Frontiers | Exploring the relationships between team leader’s conflict management styles and team passion: From the emotional perspective | frontiersin.org | unknown | false | 0.512 | 0.694 | ["management"] | 443 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:07.952795 | [
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s study adopted the scale designed by Vallerand et al. (2003b) . The scale had total seven items. For example, “This activity allows me to live a variety of experiences,” “This activity reflects the qualities I like about myself” and etc. Positive team emotional climate This study used three items of the positive team ... | https://www.frontiersin.org/journals/psychology/articles/10.3389/fpsyg.2022.921300/full | Frontiers | Exploring the relationships between team leader’s conflict management styles and team passion: From the emotional perspective | frontiersin.org | unknown | false | 0.415 | 0.84 | ["management", "education"] | 418 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:07.952827 | [
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OEA in the scale created by Wong and Law (2002) . Example items included “I am sensitive to the feelings and emotions of others” and “I have good understanding of the emotions of people around me.” Control variables In this paper, the gender, age, education level, and working years of participants, which may have poten... | https://www.frontiersin.org/journals/psychology/articles/10.3389/fpsyg.2022.921300/full | Frontiers | Exploring the relationships between team leader’s conflict management styles and team passion: From the emotional perspective | frontiersin.org | unknown | false | 0.579 | 0.86 | ["management", "governance", "education"] | 456 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:07.952858 | [
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), ICC(2), and Rwg were calculated to test whether the data is able to converge at team level. According to the test, the ICC(1), ICC(2), and Rwg of team passion were 0.23, 0.47, and 0.893, separately. PTEC were 0.23, 0.48, and 0.893 separately. TEI were 0.28, 0.53, and 0.885 separately. Therefore, the above variables ... | https://www.frontiersin.org/journals/psychology/articles/10.3389/fpsyg.2022.921300/full | Frontiers | Exploring the relationships between team leader’s conflict management styles and team passion: From the emotional perspective | frontiersin.org | unknown | false | 0.406 | 0.706 | ["management"] | 475 | Confrlict Resolution Leadership | topic | 2026-03-25T22:54:07.952884 | [
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