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To offer an insight into post-COVID-19 Industry 5.0 environment, educational responses that are being made by Higher Education institutions (HEIs), and leadership qualities that appear to be effective in this environment. Also, to develop a conceptual model of causal relationships between the identified constructs in producing educational curricular outcomes.

Interpretative review was conducted identifying, analyzing and synthesizing the relevant literature on the relationships between post-COVID-19 Industry 5.0 environment, HEI’s leadership characteristics, their decision-making bases and curricular design outcomes.

The literature showed that in unpredictable post-COVID-19 Industry 5.0 environment, thriving HEIs are found to have leaders who are perceptive, visionary and agile with effective communication and navigation skills; embracing change culture; and able to learn from concrete experiences. Responding to the pandemic and Industry 5.0’s disruptive technology, these leaders are accelerating university–industry engagement and developing more flexible, student-centered, work-based curricula. Synthesis of the literature resulted in developing a conceptual model that shows that environmental turbulence is likely to influence curriculum design through leaders’ decision bases, and that leaders’ characteristics and industry engagement may interact with leaders’ decision bases to strengthen this influence.

A different lens was offered of the type of leadership that is seen to be effective in the turbulent and HE post-COVID-19 Industry 5.0 environment, and a novel conceptual model of relationships was developed which has potential impacts for HE leadership theory and practice.

This study aims to develop a theoretical integrated model examining the role of the co-occurrence of task and relationship conflict (CTRC) as a mediator in the relationship between diversity and group effectiveness. The model also examines transformational leadership (TFL) as a moderator in this relationship.

Data were collected using a questionnaire survey from 354 faculty in 56 workgroups from three private universities in the Middle East. SEM and hierarchical regression analysis were used to test the suitability of the model and its hypotheses.

The results revealed that TFL moderated diversity's direct effect on CTRC as well as the indirect effect linking diversity, CTRC, and group effectiveness. Specifically, diversity had an inverted U-shaped relationship with CTRC in groups with low TFL, but a negative linear relationship in those with high TFL.

The findings expand understanding of how, and under what conditions, diversity influences group effectiveness by: offering a fresh treatment of this relationship, introducing CTRC as a bivariate construct and bringing into focus the centrality of its harmful effect on this association, and highlighting the influence of TFL in ameliorating this harmful effect.