Effect of conflict management strategies on organizational effectiveness in Bayero University, Kano

Abstract

Organizational effectiveness reflects how well an institution achieves its objectives, adapts to change, and ensures efficient internal operations. In academic institution, unresolved conflict has hindered this effectiveness, making conflict management strategies vital tools for fostering harmony and productivity. This study examines the effect of conflict management strategies on organizational effectiveness in Bayero University, Kano, with a specific focus on mediation, participatory decision-making, and leadership training. Guided by Mary Parker Follett’s conflict resolution theory and Rahim’s Conflict Management Model, the study adopted a quantitative survey design. A sample of 346 respondents was drawn from a population of 4,528 academic and non-academic staff using Taro Yamane’s formula and stratified random sampling technique. Data were gathered via a structured questionnaire and analyzed using descriptive statistics and multiple regression analysis through SPSS. The findings indicate that proactive conflict management significantly enhances communication, reduces tension, and improves organizational performance. The study recommends institutionalizing conflict management units, conducting regular staff training on emotional
intelligence, and implementing participatory governance frameworks to strengthen organizational growth and sustainability.