Exploring Nursing Managers’ Competence and Confidence in Applying the Thomas–Kilmann Conflict Resolution Model in Daily Practice
Abstract
Thizwilondi Ananias Magadze
Conflict in healthcare settings is unavoidable, particularly in nursing environments where high workloads, role ambiguity, and interpersonal tensions are common. Nursing managers are expected to lead conflict resolution efforts effectively. The Thomas–Kilmann Conflict Resolution Model (TKI), which outlines five conflict-handling styles, offers a structured approach for managers to navigate complex interactions. This study explores the competence and confidence of nursing managers in applying the TKI model in daily practice. Drawing from leadership theory and conflict management literature, the study examines the extent to which nursing leaders understand the TKI, use it appropriately, and feel capable of adapting their conflict styles to diverse situations. Findings suggest that although nursing managers recognise the value of the TKI’s collaborative and compromising modes, limited formal training and inconsistent policy support reduce their confidence in using the model. Practical examples demonstrate how application challenges arise in real clinical settings. The study concludes by highlighting the need for structured conflict-management training, supportive organisational policies, and reflective practice to strengthen nursing managers’ competence.