الفهرس 
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Abstract
Effective nursing managers is critical to assuring safe, efficient and cost-effective patients’ care, and in light of recent health reforms, it has been identified as an essential component of health care systems’ performance (Clausen et al, 2019). Specifically, the ability of nursing managers to be resilient despite the uncertainty and escalating pressures that characterize the current healthcare climate is essential. Today, nursing managers are required to develop resilience in themselves and the teams they lead. To build resilience, it is necessary to first determine competencies nursing managers require to effectively manage their teams, then to enhance their emotional intelligence and transformational leadership levels. Because, emotional intelligence is an useful tool to enhance resilience to stressors. Also, high levels of emotional intelligence can enhance transformational leadership style that is required to create and maintain a positive working environment (Costello, 2020). Therefore, the present study aimed to investigate the effect of emotional intelligence and transformational leadership training program on resilience and coping strategies among nursing managers. To achieve the purpose of this study the following hypothesis was assumed: Nursing managers who have a training program about emotional intelligence and transformational leadership have a higher level of resilience and coping strategies than nursing managers who don’t have a training program. A quasi-experimental two groups research design was used to attain the goal of this study. A convenient sample of sixty-two of nursing managers was recruited from general departments and closed units in Menoufia University Hospital at Shebin El Kom. Then, simple random sample to divide the study sample into thirty one participants were assigned for study group that most of them aged between (40->50) years old with mean age (42.7±3.8), had experience between (10 - <20) years with mean experience (19.1±4.2), and the majority of them did not have training on study’s variables (96.8%) and thirty one participants were assigned participants for control group, that most of them aged between (40->50) years old with mean age (44.2± 6.1), had experience between (10 - <20) with mean experience (20.7±6.3), and the majority of them did not have training on study’s variables (90.3%).Data was collected using four instruments: The Wong and Law Emotional Intelligences Scale (WLEIS) (Wong & Law, 2002), Multifactor Leadership Questionnaire (MLQ) Form 6S (Avolio & Bass, 2004), the Modified Connor-Davidson Resilience Scale (CD-RISC) and Coping Strategy Inventory–Short Form (CSI-SF) (Tobin et al., 1984). Demographic data such as: work unit, age, years of experience, educational level was collected too. In the light of the current study’s findings, it can be concluded that two third of control group had moderate emotional intelligence level pre, post and follow up the program (61.3%,80.6% & 83.9%) respectively. Likewise, half of control group had low transformational leadership level preprogram (48.4%) and, the majority of them had moderate transformational leadership level post and follow up the program (93.5% & 93.5%). In addition, the study’s samples revealed that the majority of control group had moderate resilience level pre, post and follow up the program (83.9%, 87.1% & 83.9%) respectively. Also, most of control group had moderate engagement coping level pre, post and follow up the program (58.1%, 58.1% & 61.3%) respectively. As well, all of control group had moderate disengagement coping level pre, post and follow up the program (100%).On the other hand, most of study group had moderate emotional intelligence level pre and follow up program (51.6% & 96.8%) respectively and the majority of them had high emotional intelligence level post program (83.9%). Also, two third of study group had low transformational leadership level preprogram (64.5%), majority of them had high transformational leadership level post program (87.1%) and, most of them had moderate transformational leadership level follow up the program (80.6%). In addition, most of study group had moderate resilience level pre and follow up the program (58.1% &58.1%) and, the majority of them had high resilience level post program(90.3%). As well, most of study group had moderate engagement coping level pre and follow up the program (58.1% &93.6%) respectively and, the majority of them had high engagement coping level post program (74.2%). Whereas, most of study group had moderate disengagement coping level preprogram (83.9%) and, the majority of them had low disengagement coping level post and follow up the program ( 77.4% & 51.65) respectively. And, these results were in congruence with the stated hypothesis of the current study. Additionally, there was a highly statistically significant difference among emotional intelligence and transformational leadership as an independent and resilience and coping strategies as a dependent variable between pre and post phase of the program. Also, there was a highly significant statistical difference for total emotional intelligence, transformational leadership between post and follow up phase of the program and statistically significant difference for total resilience and engagement coping strategies between post and follow up phase of the program. Consequently, nursing managers who had high emotional intelligence were more resilient, use engagement coping strategies and, less likely to use disengagement coping strategies to overcome and cope with difficult situations in their work than nursing managers who had moderate emotional intelligence. Furthermore, nursing managers with high transformational leadership were more likely to be more resilient, use engagement coping strategies and less likely to use disengagement coping strategies to overcome and cope with difficult situations at workplace. Therefore, the study recommended that emotional intelligence and transformational leadership can be recognized as effective strategies that help nursing managers to be more resilient, cope with workplace stressors, and using engagement coping strategies rather than disengagement coping strategies.