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Strategic Leadership and Conflict Management: Insights from Ogun
Central State Hospitals
Al'Hassan-Ewuoso H. O
1
*., Ayo-Balogun A. O.
2
, Amori O. M
3
2,3
Business Administration & Management
1
Federal University of Technology, Ilaro
DOI:
https://doi.org/10.51583/IJLTEMAS.2026.150300136
Received: 30 March 2026; 06 April 2026; Published: 25 April 2026
ABSTRACT
Conflict management in healthcare is a persistent organisational challenge, with unmanaged conflict
undermining staff well-being, team effectiveness and patient safety. International evidence links workplace
conflict, violence and incivility among healthcare workers to burnout, organisational silence and reduced patient
safety competence (Kim et al., 2022; Aunger et al., 2025; Han et al., 2025). In Nigeria, chronic resource
constraints, heavy workloads and role ambiguity further intensify conflict in public hospitals (Ayodele &
Akinmoladun, 2023; Olabode et al., 2022; Valentine & Lavizzo-Mourey, 2025). This study examined the
relationship between strategic leadership and conflict management at State Hospital Ijaye, Abeokuta, and State
Hospital Ifo, Ogun State, using a convergent mixed-methods design. From a population of 418 staff, Taro
Yamane’s formula yielded a sample of 204, with 165 usable questionnaires and 20 semi-structured interviews.
Conflict management (constructive styles, dysfunctional conflict, team effectiveness) and strategic leadership
(vision, participation, staff support) were measured with validated Likert scales; Cronbach’s alpha exceeded
0.80, and factor analysis supported construct validity. Descriptive statistics showed moderately high levels of
constructive conflict management (M = 3.72), team effectiveness (M = 3.79), and strategic leadership dimensions
(Ms = 3.76–3.88), alongside nontrivial dysfunctional conflict (M = 3.45). Pearson correlation revealed that
strategic leadership correlated positively with constructive conflict styles (r = 0.68, p < 0.01) and team
effectiveness (r = 0.72, p < 0.01) and negatively with dysfunctional conflict (r = −0.56, p < 0.01). Qualitative
findings indicated that clear communication, participative decision-making and supportive leadership foster
collaborative conflict cultures, whereas distant or biased leadership, compounded by resource shortages and
unclear policies, sustains destructive conflict. Although limited by self-report, two-hospital scope, and cross-
sectional design, the evidence suggests that strategic leadership, embedded in a supportive culture and adequate
resources, is a key lever for improving conflict management in Nigerian state hospitals.
Keywords: strategic leadership, conflict management, team effectiveness, organisational culture, state hospitals,
Nigeria
INTRODUCTION
Healthcare organisations are multifaceted settings where physicians, nurses, allied health professionals and
administrators work under time pressure and resource constraints, creating conditions that make conflict
inevitable. Global studies indicate that interpersonal conflicts, incivility, and workplace violence in hospitals
damage communication, teamwork, and patient safety, and increase burnout and turnover intentions (Kim et al.,
2022; Aunger et al., 2025). A recent report from the United States Centres for Disease Control and Prevention
noted that the proportion of healthcare workers reporting work-related harassment more than doubled in 2022
compared to 2018, highlighting conflict and aggression as rising threats to workforce sustainability (CDC, 2026).
Cross-sectional evidence from Europe and Asia further shows that workplace violence and conflict reduce
nurses’ patient safety competence by increasing organisational silence and reluctance to speak up about unsafe
conditions (Han et al., 2025; Yilmaz & Ozdemir, 2022).
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In Nigeria, chronic understaffing, inadequate equipment and low wages amplify conflict pressures in public
hospitals. Studies report that interprofessional disputes among doctors, nurses and administrative staff
compromise the quality of care, morale and retention, particularly in resource-constrained settings (Ayodele &
Akinmoladun, 2023; Olabode et al., 2022; Valentine & Lavizzo-Mourey, 2025). Resource scarcity,
communication challenges and competing professional logics have been identified as systemic drivers of conflict
in African hospitals, suggesting that conflict arises not only from interpersonal issues but also from deeper
organisational and institutional processes (Healthcare Conflict Management in Resource-Constrained Settings,
2026). In Ogun Central Senatorial District, State Hospital Ijaye, Abeokuta, and State Hospital Ifo are major
secondary care facilities, and recurrent conflicts at these hospitals have implications for staff well-being and
patient safety.
Conflict management, the dependent variable, refers to the methods and mechanisms used to prevent, contain
and resolve disagreements in ways that minimise harm and support collaboration. Ideally, state hospitals would
experience low levels of dysfunctional conflict, rely on collaborative problem-solving and maintain robust
early-resolution mechanisms, thereby supporting safe and reliable care (Kim et al., 2022; Aunger et al., 2025).
In reality, many public hospitals rely heavily on avoidance or dominance strategies and lack structured dispute
resolution processes, leading to unresolved disputes, communication breakdowns, and an increased risk of
adverse events (Ayodele & Akinmoladun, 2023; Olabode et al., 2022; Tanimola et al., 2024). Organisational
culture, policy frameworks and resource constraints can either exacerbate or mitigate these dynamics, yet they
are often overlooked in day-to-day conflict management (Kiyumi, 2023; Conflict Management in Healthcare,
2023).
The gap between the ideal of constructive, learning-oriented conflict management and the observed reality of
recurrent, unresolved conflicts suggests that leadership quality is a crucial explanatory factor. Strategic
leadership, the independent variable, encompasses leaders’ capacity to set direction, align people and resources,
and foster cultures of safety, openness, and learning within the constraints of resource-limited systems (Samimi
et al., 2022; Collins et al., 2023). Evidence from emergency care and hospital settings shows that
transformational and supportive leadership styles promote collaborative conflict strategies and better team
functioning, whereas authoritarian and toxic leadership styles are associated with avoidance, destructive conflict
and poorer outcomes (Collins et al., 2023; Aydogdu, 2025). Recent reviews also highlight that effective conflict
management in healthcare leadership requires emotional intelligence, ethical behaviour and proactive attention
to communication and resource issues (Kiyumi, 2023; StatPearls, 2023). This study therefore investigates how
strategic leadership relates to conflict management in State Hospital Ijaye, Abeokuta and State Hospital Ifo,
taking into account the broader organisational context.
Objectives of the Study
The main objective of this study is to examine the relationship between strategic leadership and conflict
management in Ogun Central State Hospitals.
The specific objectives are to:
1. assess the effect of strategic leadership on the use of constructive conflict management styles among
healthcare professionals in State Hospital Ijaye and State Hospital Ifo; and
2. determine the influence of strategic leadership practices on the incidence of dysfunctional conflict and
perceived team effectiveness in State Hospital Ijaye and State Hospital Ifo.
Hypotheses
H₀₁: Strategic leadership has no significant effect on the use of constructive conflict management styles among
healthcare professionals in State Hospital Ijaye and State Hospital Ifo.
H₀₂: Strategic leadership practices have no significant influence on the incidence of dysfunctional conflict in
State Hospital Ijaye and State Hospital Ifo.
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H₀₃: Strategic leadership practices have no significant effect on perceived team effectiveness in State Hospital
Ijaye and State Hospital Ifo.
Conceptual Review
Conflict Management
Conflict management is the process by which individuals and organisations address disagreements, using
strategies ranging from avoidance and competition to collaboration and compromise. In healthcare, effective
conflict management involves early recognition of disputes, open communication and integrative approaches
that address underlying causes and preserve working relationships (Kim et al., 2022; Collins et al., 2023).
Scholars distinguish between constructive conflict, which focuses on tasks and can stimulate innovation and
learning, and dysfunctional conflict, which is personal, entrenched and associated with stress, errors and poor
performance (Aunger et al., 2025; Aydogdu, 2025).
Empirical studies have documented the consequences of poor conflict management in hospitals. Han et al. (2025)
found that workplace violence and conflict reduced nurses’ patient safety competence by increasing
organisational silence. Yilmaz and Ozdemir (2022) reported that persistent nurse–patient and nurse–relative
conflicts eroded nurses’ confidence and safety practices. In contrast, collaborative conflict strategies have been
associated with stronger team cohesion and improved safety climate (Aunger et al., 2025; Tanimola et al., 2024).
In resource-constrained African hospitals, conflict is further influenced by communication breakdowns,
competing professional priorities, and scarcity, suggesting that conflict management must address both
interpersonal and systemic drivers (Healthcare Conflict Management in Resource-Constrained Settings, 2026).
In this study, conflict management is operationalised through three dimensions: constructive conflict
management styles (integrating and compromising), the incidence of dysfunctional conflict (frequency of
unresolved disputes), and perceived team effectiveness (cohesion, communication, and shared goal
achievement).
Strategic Leadership
Strategic leadership refers to leaders’ capacity to anticipate and interpret environmental conditions, develop and
communicate strategic vision, make informed choices under uncertainty and mobilise people and resources
toward organisational goals (Samimi et al., 2022; Collins et al., 2023). In hospitals, strategic leaders interpret
complex policy and resource environments, communicate priorities, involve staff in decisions and foster cultures
of accountability and learning within the constraints of public systems (Kiyumi, 2023; StatPearls, 2023). Their
behaviours shape norms around conflict, participation and safety.
Key dimensions of strategic leadership relevant to conflict management include visionary communication,
participative decision-making and staff support. Visionary communication provides a sense of direction that
guides responses to conflict situations; participative decision-making encourages staff ownership and
collaborative strategies; staff support reduces stress and gives employees confidence that leaders will handle
disputes fairly (Ayodele & Akinmoladun, 2023; Olabode et al., 2022). In this study, strategic leadership is
measured through staff perceptions of leaders’ clarity of vision, inclusiveness in decision-making and
supportiveness during conflict episodes.
Conceptual Model
The conceptual model posits that strategic leadership influences conflict management outcomes in State Hospital
Ijaye and State Hospital Ifo. Specifically, strategic leadership is expected to be positively related to constructive
conflict management styles and team effectiveness and negatively related to the incidence of dysfunctional
conflict. Organisational culture, policy frameworks and resource availability are recognised as contextual factors
that may condition these relationships but are not directly modelled in the current analysis.
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THEORETICAL FRAMEWORK
This study draws on Transformational Leadership Theory and the Thomas–Kilmann Conflict Mode Theory.
Transformational Leadership Theory suggests that leaders who display idealised influence, inspirational
motivation, intellectual stimulation, and individualised consideration foster trust, commitment, and a willingness
to engage in prosocial behaviours, including constructive conflict handling (Collins et al., 2023; Sarcevic et al.,
2021). In healthcare, transformational leaders are associated with better teamwork, safety culture and resilience.
The Thomas–Kilmann Conflict Mode Theory identifies five conflict management styles based on assertiveness
and cooperativeness: avoiding, competing, accommodating, compromising and collaborating. Studies in
healthcare show that overreliance on avoidance and competition is associated with unresolved disputes and
safety risks, whereas collaboration and compromise are linked to stronger team functioning and better outcomes
(Aunger et al., 2025; Aydogdu, 2025). Strategic and transformational leadership is expected to shift prevailing
conflict styles away from avoidance and dominance toward collaboration and compromise by modelling
constructive behaviours, reinforcing equitable processes and providing training (Kiyumi, 2023; StatPearls,
2023).
Empirical Review
International research highlights the interplay between leadership, conflict management and outcomes in
healthcare. Kim et al. (2022) reported that a stronger patient safety culture, including leadership support and
teamwork, was associated with reduced workplace violence and improved health outcomes among healthcare
workers. Aunger et al. (2025) showed that unprofessional behaviours and incivility among healthcare staff
threaten patient safety by impairing communication. Aydogdu (2025) found that unmanaged interpersonal
conflict in nursing damaged relationships and teamwork. Han et al. (2025) observed that workplace violence
reduced nurses’ patient safety competence via organisational silence.
Narrative and systematic reviews have emphasised the central role of leadership in conflict management. Kiyumi
(2023) argued that conflict management is a core leadership competency in healthcare and highlighted the role
of emotional intelligence, ethical behaviour and proactive communication in mitigating conflict. A recent review
on conflict management in nursing found that educational programmes focusing on mediation and negotiation
foster more constructive conflict styles and better outcomes (Conflict Management in Nursing, 2024). StatPearls
(2023) noted that leadership style influences conflict resolution and team dynamics and recommended training
leaders in collaborative approaches.
African and Nigerian studies echo these insights. Valentine and Lavizzo-Mourey (2025) argued that unresolved
conflicts in African healthcare organisations reduce patient satisfaction and organisational performance,
especially in resource-constrained settings. Ayodele and Akinmoladun (2023) found in a Nigerian teaching
hospital that integrating and compromising strategies were positively associated with staff performance, while
avoiding and competing were negatively associated, and emphasised leadership involvement as a key factor.
Olabode et al. (2022) reported that leadership-supported conflict management strategies improved staff
satisfaction and reduced absenteeism. Tanimola et al. (2024) showed that positive conflict styles were associated
with higher perceived team effectiveness among healthcare professionals in South-West Nigeria.
More recent work in resource-constrained hospitals highlights how organisational culture, policy constraints and
resource availability interact with leadership to shape conflict. A 2026 study of two Ghanaian hospitals found
that conflict emerged from communication breakdowns, competing professional priorities and shortages,
showing that deeper organisational logics and resource limitations contribute to conflict beyond interpersonal
factors (Healthcare Conflict Management in Resource-Constrained Settings, 2026). Similar patterns have been
reported in Nigerian federal hospitals, where conflict management styles are linked to employee performance
yet strongly influenced by resource constraints and workload (Maleghemi, 2024). These findings suggest that
strategic leadership must be understood within the broader context of organisational culture and resources.
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METHODOLOGY
A convergent mixed-methods design was adopted, combining a quantitative survey with qualitative, semi-
structured interviews to capture both the breadth and depth of the relationship between strategic leadership and
conflict management in Ogun Central State Hospitals (Creswell & Creswell, 2023).
Population, Sample and Sampling Procedure
The study covered State Hospital Ijaye, Abeokuta and State Hospital Ifo. Hospital records showed 342 staff in
Ijaye and 76 in Ifo, giving a total population of 418 healthcare professionals.
Table 1 Population distribution of staff
Hospital
Population (N)
State Hospital Ijaye, Abeokuta
342
State Hospital Ifo
76
Total
418
Taro Yamane’s formula for finite populations was applied at a 5 per cent margin of error (Yamane, 1967;
StatStudyHub, 2026).
n = N / [1 + N(e²)]
n ≈ 418 / 2.045 ≈ 204
A sample of 204 was proportionally distributed between the hospitals.
Table 2 Proportional sample size distribution
Hospital
Population (N)
Proportion (%)
Sample (n)
State Hospital Ijaye, Abeokuta
342
81.8
167
State Hospital Ifo
76
18.2
37
Total
418
100.0
204
A structured questionnaire was administered to 204 staff selected through proportionate stratified sampling
across professional groups. Of these, 171 questionnaires were returned, and 165 were correctly completed and
usable, yielding a valid response rate of 89.7 per cent (Kim et al., 2022).
Measurement Instruments and Scales
The questionnaire consisted of three sections: demographic information, conflict management, and strategic
leadership.
Conflict management was measured using a 15-item scale adapted from previous studies on conflict management
in healthcare (Han et al., 2025; Tanimola et al., 2024). The scale captured three dimensions:
Constructive Conflict Management Styles (6 Items, E.G., “When Disagreements Arise, Staff in My Unit
Look For Solutions That Satisfy Everyone Involved”).
Incidence of Dysfunctional Conflict (5 Items, E.G., “Conflicts in My Unit Often Remain Unresolved and
Resurface Later”).
Perceived Team Effectiveness (4 Items, E.G., “Members of My Team Work Together Effectively to Solve
Problems”).
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Strategic Leadership was Measured with A 12-Item Scale Adapted from Strategic and Transformational
Leadership Research In Healthcare And Public Organisations (Samimi Et Al., 2022; Collins Et Al., 2023). It
Included:
Visionary Communication (4 Items, E.G., “Leaders in This Hospital Communicate a Clear Direction For
The Future”).
Participative Decision-Making (4 Items, E.G., “Leaders Involve Staff When Making Decisions That Affect
Their Work”).
Staff Support (4 Items, E.G., “Leaders Provide Support to Staff When Conflicts Occur”).
All items were rated on a five-point Likert scale (1 = strongly disagree to 5 = strongly agree).
Content validity was established through expert review by two healthcare management scholars and a senior
hospital administrator, who assessed item clarity and relevance. Wording was refined based on their feedback.
Reliability and Validity
A pilot study with 30 healthcare workers at another Ogun State hospital, not included in the main sample,
produced Cronbach’s alpha values above 0.80 for both the conflict management and strategic leadership scales.
In the main study, Cronbach’s alpha remained above 0.80, with subscale values ranging from 0.77 to 0.85,
indicating acceptable internal consistency.
Exploratory factor analysis (EFA) using principal component extraction and varimax rotation was conducted to
assess construct validity. The Kaiser–Meyer–Olkin measure exceeded 0.70, and Bartlett’s test of sphericity was
significant (p < 0.001), confirming suitability for factor analysis. Items loaded strongly (> 0.60) on their intended
factors with minimal cross-loadings, supporting convergent and discriminant validity.
Qualitative Component
For the qualitative strand, 20 personnel (doctors, nurses, other clinical staff and administrative staff) were
purposively selected from the two hospitals. Semi-structured interviews explored participants’ experiences of
conflict, leadership behaviour during disputes, and the influence of organisational culture, policy constraints,
and resource availability on conflict management. Interviews were audio-recorded with consent, transcribed
verbatim and thematically analysed.
Data Analysis and Design Limitations
Quantitative data were analysed using SPSS. Descriptive statistics summarised respondents’ characteristics and
mean scores on key constructs. Pearson Product-Moment Correlation was used to test the hypotheses at a 0.05
significance level. Qualitative themes were integrated with quantitative findings to enrich interpretation.
The design has limitations. The reliance on self-reported questionnaires introduces potential response bias and
common method variance, which may inflate associations between variables despite efforts to assure anonymity.
The sample is limited to two state hospitals in one region, restricting generalisability to other regions or types of
healthcare facilities.
The cross-sectional design captures associations at a single point in time and cannot establish causality;
correlations should therefore be interpreted as associative rather than causal. Finally, although organisational
culture, policy frameworks and resource availability were explored qualitatively, they were not modelled
quantitatively and thus remain important contextual factors rather than tested predictors.
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RESULTS
Descriptive Statistics
Table 3 Descriptive statistics for key variables (n = 165)
Variable
Mean
Interpretation
Constructive conflict management styles
3.72
Moderately high
Incidence of dysfunctional conflict (rev.)
3.45
Moderate (lower is better)
Perceived team effectiveness
3.79
Moderately high
Strategic leadership – vision
3.88
Moderately high
Strategic leadership – participation
3.81
Moderately high
Strategic leadership – staff support
3.76
Moderately high
The results indicate reasonably favourable perceptions of constructive conflict management, strategic leadership
and team effectiveness, yet the mean for dysfunctional conflict suggests that unresolved or destructive conflicts
are still present and that there is scope for improvement.
Correlation Analysis
Table 4 Correlation between strategic leadership and conflict management (n = 165)
Relationship
r
p-value
Strategic leadership vs. constructive conflict management
0.68
< 0.01
Strategic leadership vs. dysfunctional conflict (rev.)
−0.56
< 0.01
Strategic leadership vs. perceived team effectiveness
0.72
< 0.01
Strategic leadership is positively and significantly associated with constructive conflict management styles (r =
0.68, p < 0.01) and perceived team effectiveness (r = 0.72, p < 0.01), and negatively associated with the incidence
of dysfunctional conflict (r = −0.56, p < 0.01). Although the cross-sectional nature of the design precludes causal
claims, these associations are consistent with theoretical expectations that stronger strategic leadership relates to
more constructive conflict handling and better team functioning.
Qualitative Findings
Interview data provided nuanced insights that help explain the quantitative patterns. Many respondents described
leaders who communicated expectations clearly, listened to staff and intervened early in disputes as promoting
fair and respectful resolution. Nurses recounted examples of unit heads convening joint meetings with conflicting
parties, allowing each to present their perspective and facilitating mutually acceptable solutions, illustrating how
strategic leadership can foster collaborative conflict cultures.
Conversely, participants reported that conflicts were more likely to escalate or remain unresolved when leaders
were perceived as distant, biased or unresponsive. In such units, staff tended to avoid confronting issues or
harboured resentment, consistent with higher levels of dysfunctional conflict. Interviewees also noted that
resource shortages, unclear policies and ambiguous role expectations often triggered or intensified conflicts,
suggesting that leadership operates within broader organisational and resource constraints (Healthcare Conflict
Management in Resource-Constrained Settings, 2026).
DISCUSSION
The findings substantiate the proposition that strategic leadership is closely linked to conflict management
patterns in State Hospital Ijaye and State Hospital Ifo. The positive association between strategic leadership and
constructive conflict styles suggests that leaders who articulate clear visions, involve staff in decisions and
provide support during disputes encourage collaborative and compromising approaches to conflict resolution.
This is consistent with Transformational Leadership Theory and with prior work showing that transformational
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and supportive leadership promote constructive conflict strategies and resilience (Collins et al., 2023; Sarcevic
et al., 2021).
The negative association between strategic leadership and dysfunctional conflict indicates that leadership
behaviours are important in preventing conflict escalation and reducing persistent unresolved disputes. This
aligns with studies in Nigerian and other African hospitals, which find that leadership involvement and conflict
resolution training are associated with fewer destructive conflicts and higher staff performance and satisfaction
(Ayodele & Akinmoladun, 2023; Olabode et al., 2022; Valentine & Lavizzo-Mourey, 2025). Qualitative insights
into leaders who are absent or biased during conflicts further emphasise that inaction by leaders can exacerbate
rather than mitigate conflict.
The strong positive relationship between strategic leadership and perceived team effectiveness suggests that
leadership influences broader team dynamics beyond individual conflicts. Teams experiencing transparent
communication, participative decision-making and supportive leadership report higher cohesion and ability to
work together to solve problems, which is consistent with international evidence linking leadership and safety
culture to improved patient safety outcomes (Kim et al., 2022; Han et al., 2025). Qualitative findings that
highlight the role of organisational culture, policies and resources remind us that leadership is a necessary but
not sufficient condition: culture and resource constraints shape the context within which leadership operates
(Kiyumi, 2023; Healthcare Conflict Management in Resource-Constrained Settings, 2026).
Limitations and Directions for Future Research
Several limitations should be noted. First, the reliance on self-reported questionnaire data introduces potential
social desirability and common method bias, which may inflate the observed relationships between strategic
leadership and conflict management despite anonymity assurances and the use of multiple scales. Future studies
could supplement self-reports with supervisory ratings, objective incident reports or patient safety metrics to
reduce this bias.
Second, the study focuses on only two state hospitals in a single Nigerian region, limiting the generalisability of
the findings to other geographical areas, levels of care (primary or tertiary) and private or faith-based facilities.
Multi-site studies covering a broader range of institutions would help differentiate context-specific from more
generalisable patterns.
Third, the cross-sectional design captures associations at a single point in time and cannot establish causality.
While the findings are consistent with a view that strategic leadership shapes conflict management and team
effectiveness, reverse or reciprocal influences are also plausible. Longitudinal designs and experimental or
quasi-experimental leadership interventions would be valuable for clarifying causal pathways.
Finally, although the study acknowledges organisational culture, policy constraints and resource availability as
important contextual influences, these factors were not incorporated into the quantitative model. Future research
should include such variables and use multivariate techniques, such as structural equation modelling, to examine
how leadership, culture, resources and conflict management jointly influence staff and patient outcomes
(Healthcare Conflict Management in Resource-Constrained Settings, 2026; Kiyumi, 2023).
CONCLUSION AND RECOMMENDATIONS
This convergent mixed-methods study at State Hospital Ijaye and State Hospital Ifo shows that strategic
leadership is significantly associated with constructive conflict management styles, lower levels of dysfunctional
conflict, and higher perceived team effectiveness. Qualitative evidence confirms that leadership behaviours—
particularly communication, fairness, responsiveness and support—shape how staff experience and manage
conflict within the constraints of organisational culture, policy and resources.
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The study recommends that Ogun State health authorities and hospital management:
1. Implement leadership development programmes for senior and middle managers focusing on
communication, emotional intelligence, negotiation and mediation skills to enhance constructive conflict
management.
2. Institutionalise clear, transparent conflict-management policies and accessible grievance and mediation
mechanisms, ensuring that staff understand the processes and feel safe using them.
3. Foster a culture of psychological safety and open communication by encouraging staff to report concerns,
responding promptly to reports of disrespect or conflict and modelling respectful behaviours at all levels
of leadership.
4. Address structural and resource constraints that fuel conflict by improving staffing levels where possible,
clarifying roles and responsibilities and reviewing policies that inadvertently create bottlenecks or
ambiguity (Healthcare Conflict Management in Resource-Constrained Settings, 2026).
5. Support future longitudinal and multi-site research on leadership and conflict management, including
interventions that test the effectiveness of specific leadership development and conflict-management
programmes in Nigerian hospitals.
By strengthening strategic leadership, embedding fair and transparent conflict management structures, and
attending to organisational culture and resources, Ogun Central State Hospitals can move closer to the ideal of
constructive conflict handling, improved staff well-being, and safer patient care.
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