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This paper explores the relationship between leadership and natural resource management and the persistence of oil-related conflicts in Nigeria’s Niger Delta. It adopts the process theoretical approach to leadership. The key argument is that the space for conversations between leaders and the people of the Niger Delta in the management of oil resources has been historically restrictive in favour of leaders. This accounts for the highly skewed oil ownership and distributive structures that undermine the security needs of the people. Yet, the destructive consenting behaviour of the people shapes peacebuilding process and outcomes in ways that reinforce structures of insecurity and violence in the region.

Leadership and Natural Resource Management: Linkages to the Persistence of Oil-related Conflicts in Nigeria’s Niger Delta