Purpose: This study examines the effect of leadership styles on conflict resolution at the Yumbe District Local Government Headquarters. This study focuses on democratic, laissez-faire, and autocratic leadership styles as approaches to managing workplace conflicts.

Research Methodology: This study adopted a mixed-methods approach using a cross-sectional survey design and phenomenological inquiry. The study population consisted of 183 respondents, of which 123 were selected using the Krejcie and Morgan sampling table. Data were collected using structured questionnaires and in-depth interviews. Quantitative data were analyzed using frequency distributions, Pearson Linear Correlation Coefficient, and regression analysis, while qualitative data were analyzed thematically.

Results: The findings revealed that most respondents were male, aged 18–39 years, and held a bachelor’s degree. The results showed significant relationships between democratic leadership (r = 0.456), laissez-faire leadership (r = 0.175), and autocratic leadership (r = 0.181) and conflict resolution. Democratic leadership contributed 20.8% to conflict resolution, whereas laissez-faire and autocratic leadership contributed 3.0% and 3.3%, respectively.

Conclusions: The study concludes that Leadership styles significantly influence conflict resolution. Democratic leadership was identified as the most effective approach because of its emphasis on participation and communication.

Limitations: The study experienced difficulties in obtaining information from some lower administrative staff because of concerns about job security

Contributions: This study contributes to the leadership and conflict management literature by providing evidence of the role of leadership styles in resolving workplace conflicts within local government institutions.