This study examined how academic deans at Makerere University in Uganda utilize their psychological capital resilience in the management of conflicts. Employing a qualitative, phenomenological approach, data were collected through in-depth interviews with 14 deans (5 females and 9 males) across 9 colleges of Makerere University, using purposive sampling. Thematic analysis revealed that deans leverage resilience assets such as stable personality traits, confidence, emotional control, calmness under pressure, innovative problem-solving, and strong professional and personal networks. Additionally, adherence to ethical principles and faith-based evaluations contributed to their resilience. However, resilience risks were identified, including emotional and physical exhaustion, reduced motivation, diminished self-belief, and challenges in rational decision-making during prolonged conflicts. The study emphasizes the importance of values such as ethical adherence, empathy, persistence, and faith-based guidance in fostering resilience. We recommend policy reviews to create flexible conflict resolution mechanisms, promote leader preparation, and ensure equitable career advancement. These findings highlight the intricate interplay between resilience assets, risks, and values in shaping effective conflict management among university leaders.
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