Conflict Management Strategies and Team Cohesion in Selected Agribusiness Firms in Niger State

This study explores the relationship between conflict management strategies and team cohesion in selected agribusiness firms in Niger State, North Central Nigeria. Agriculture remains the primary employer of labour in Niger State, and the management of interpersonal and structural conflicts within agribusiness organizations has direct implications for food production outcomes and rural economic development. A descriptive research design was employed, with data collected from 150 team leaders, field supervisors, and agricultural workers across six agribusiness firms. The Thomas-Kilmann Conflict Mode Instrument and Tuckman's Model of Group Development provide the conceptual anchors. Findings indicate that collaborative and compromising conflict resolution approaches are significantly associated with higher team cohesion scores, while avoidance and competitive strategies tend to fragment team relationships and reduce collective output. The study reveals that language barriers between management and field workers, often stemming from the use of English in instructions directed at predominantly local-language-speaking staff, is a frequently underestimated source of workplace conflict. Recommendations include culturally sensitive management training, multilingual communication frameworks within firms, and the institutionalization of peer mediation systems. This research contributes to the growing literature on HR management in Nigeria's agricultural sector and provides actionable guidance for agribusiness operators, development programme managers, and rural employment policymakers. Keywords: conflict management, team cohesion, agribusiness, Niger State, North Central Nigeria