ArticleBMC psychology2026
Impact of emotional intelligence and conflict management on workplace dynamics in Hossana Health Centers, Central Ethiopia.
Article in BMC psychology, 2026. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Not yet cited in PubMed.
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Abstract
backgroundEmotional 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.
methodsThis 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.
resultsParticipants 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.
conclusionIn 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.
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