Conflict Management Strategy and Team Performance in Nigerian Construction Firms

This study examines the relationship between conflict management strategy and team performance in selected Nigerian construction firms. The construction industry, with its complex multi-stakeholder project environments, is particularly susceptible to team conflicts that can derail project timelines and cost targets. The research adopts a descriptive survey design targeting project managers, site supervisors, and team leaders of fifteen construction firms operating in Rivers State and Ogun State. A total of 110 respondents were selected using stratified random sampling. Structured questionnaires measuring conflict types, management approaches, and team performance indicators were administered. Data were analyzed using descriptive statistics and Pearson correlation. Findings indicate that collaborative and compromise-based conflict management strategies are positively associated with superior team performance outcomes measured in project completion rates, budget adherence, and quality scores. Avoidance and forcing strategies, while effective in crisis situations, consistently yield negative long-term team cohesion effects. The study also finds that team performance is significantly impacted by the speed of conflict resolution, with delays of more than two weeks in resolving interpersonal disputes leading to measurable productivity declines. The research concludes that Nigerian construction firms must invest in conflict resolution training for project managers as a strategic performance management intervention. Keywords: conflict management, team performance, construction firms, Nigeria, project management.