What is Interpersonal Conflict

This chapter examines the influence of context on leadership styles in a higher education institution. Specifically, the enactment of leadership, the consequence of differing leadership styles, and the resultant interpersonal conflict. Informed by the empirical literature examining the Middle East, workplace stress and conflict, leadership and interpersonal communication, the chapter highlights the consequences of a high-conflict external context and the resultant constraints on human resource policies and practices. The recommendations include establishing a leadership development program aimed at creating an awareness of different leadership styles and the leadership of diverse groups. This includes the implementation of a cultural change program, programs to support the empowerment of minority groups, management education focusing on conflict resolution. The chapter adds to the body of literature by addressing the challenges confronting leadership in a high conflict context.