Akif Al-Khasawneh

The research aims to investigate the most common types of organizational conflicts among employees in private hospitals and discover the impact of organizational conflicts on employee turnover. The research outlined the relationship between the variables to present the idea of organizational conflicts and employee turnover. The hypotheses were tested using a survey data of 340 questionnaires distributed randomly to employees working in four private hospitals in Jordan. Random selection of private hospitals was made among eight hospitals in the northern governorates of Jordan (Irbid, Jerash, Mafraq, and Ajlun), which are considered the largest districts in the country. The collected data were analyzed using the SPSS program, and initial statistical techniques were applied. The results showed that the highest level of impact of organizational conflicts on the internal turnover of employees was related to the conflict between employees and direct supervisors. However, the highest level of the impact of organizational conflicts on the external turnover of employees was related to the conflict between employees and top management. The low-level job conflicts of employees were those with owners and middle management. Thus, to create stability, prevent work pressure, and retain employees, managers of private hospitals necessarily need to provide an appropriate work environment, develop high level of well-being, and decrease the workload.

Acknowledgments
We would like to thank Al-Balqa Applied University in the Kingdom of Jordan and the Institute of Public Administration in the Kingdom of Saudi Arabia for their kind support and for giving us access to the research facilities.

The study aims to identify the leadership styles (democratic, authoritative, autocratic, laissez-faire, transformational, and transactional) practiced by trainers at the Vocational Training Corporation as perceived by the female trainees in Jordan. Descriptive statistics were used to analyze the data collected by the questionnaire from respondents (n = 105 female trainees) selected by the simple randomization sampling and representing 50% of the population (n = 210). Among the questionnaires sent, only 104 were received and declared valid for statistical analysis. Major findings indicated that the democratic leadership style was mostly preferable by female trainees, where rated top by respondents (M = 4.50), followed by the transformational style (M = 4.23), and the authoritative style was rated the lowest (M = 2.58) compared with the autocratic, laissez-faire and transactional leadership styles. Thus, to keep increasing the development of training programs and obtain positive feedback for trainees, both trainers and managers of the Vocational Training Corporation necessarily need to practice appropriate leadership styles, develop a high level of learning and benefits.

Acknowledgments
The authors would like to thank Al-Balqa Applied University in the Hashemite Kingdom of Jordan and the Institute of Public Administration in Kingdom of Saudi Arabia for all kinds of support and providing us with time and access to the research resources.