The vertical and horizontal nature of bureaucratic and hierarchical organizations creates “structure conflict”. Structural conflict happens when the features of the organization itself (e.g. organizational chart, human resource policies, and standard operating procedures) generate spaces for destructive leadership styles and problematic interpersonal dynamics including power differentials, exclusion and discrimination, and aggression to unfold. Structural conflict is inevitable, but it does not have to become a source of dysfunction or poor performance. When managers and leaders are aware of when and where structural conflict happens they can intervene to reduce its negative effects.