Union leadership and industrial harmony in Ghanaian universities: challenges, strategies, and implications for labour relations

Purpose This study explores union leaders' challenges in promoting industrial harmony in Ghanaian public universities and how they manage to maintain industrial harmony within Ghana's tripartite higher education (HE) labour relations system. Design/methodology/approach Guided by Fox's pluralist theory, the study adopts a qualitative multi-case study design. Data were generated through semi-structured interviews and focus group discussions with 23 stakeholders, including union leaders, administrators, and a government representative. Thematic analysis was used to interpret the data. Findings The findings indicate that industrial harmony is a negotiated and contingent process influenced by structural constraints and leadership agency. Union leaders encountered obstacles including employer apathy, unilateral decision-making, and internal pressures from members. To navigate these challenges, they employed an adaptive leadership approach combining participatory consultation, service-oriented responsiveness, sustained engagement with employers, and strategic use of institutional mechanisms such as joint committees and negotiation forums. When dialogue stalled, leaders leveraged internal expertise and selective public advocacy to restore progress. These strategies collectively enabled union leaders to manage conflict, preserve negotiation channels, and sustain industrial harmony. Research limitations/implications The study's qualitative design, limited number of cases, and focus on Ghanaian public universities constrain statistical generalisability, although the findings offer analytical insights transferable to similar public higher education contexts. Practical implications The findings suggest that HE institutions should institutionalise consultation forums, strengthen transparent communication channels, and invest in capacity-building programmes for union leaders. Supporting proactive union leadership can enhance negotiation effectiveness, reinforce organisational legitimacy, and promote sustained industrial harmony within universities. Social implications The measures outlined in the practical implications can build mutual trust, minimise the escalation of disputes, and promote more cooperative and proactive labour relations within public universities. Originality/value The study extends labour relations scholarship in African HE by reconceptualising industrial harmony as a negotiated and contingent process. It highlights the strategic agency of union leaders and demonstrates the continuing relevance of pluralist leadership theory in resource-constrained HE contexts.