The Role of Leadership Compass in Conflict Management and Resolution in the Workplace.

Conflict is an unavoidable aspect of organisational life, arising from differences in perspectives, values, interests, and roles.While it is often perceived negatively, conflict is not inherently detrimental; when managed effectively, it can lead to innovation, improved decisionmaking, and stronger workplace relationships (De Dreu & Gelfand, 2012).Well-handled conflicts foster collaboration, stimulate creative problem-solving, and enhance team dynamics, ultimately contributing to organisational resilience and long-term productivity.However, when conflicts are ignored or mismanaged, they can lead to high levels of stress, reduced morale, and inefficiencies in workplace operations (Gelfand et al., 2008).Unresolved disputes can escalate, creating a toxic work environment characterised by distrust, disengagement, and decreased performance.In extreme cases, persistent conflict can lead to high employee turnover, legal disputes, and reputational damage for an organisation (Lipsky et al., 2003).Conflict in the workplace stems from various sources, including miscommunication, competition for resources, unclear job roles, personality clashes, and organisational change (Jehn & Mannix, 2001).Given its inevitability, conflict resolution should not be reactive but rather an embedded organisational strategy.By implementing structured conflict management frameworks, organisations can shift from conflict avoidance to conflict transformation, where disputes become opportunities for constructive dialogue and growth. Conceptual ReviewLeadership plays an important role in shaping workplace dynamics, particularly in managing and resolving conflicts.It is widely understood as the ability to influence, guide, and motivate individuals or groups toward achieving organisational objectives (Northouse, 2019).Over the years, various leadership theories such as transformational, transactional, and situational leadership have been developed to explain how leadership styles affect organisational outcomes