Construction projects are denoted as complex and dynamic organizations that involve multiple stakeholders, where each has their own objectives, which eventually give rise to disputes when these objectives clash. Disputes can have significant implications on the successful completion of construction projects; hence, it is crucial that construction leaders become aware of the causes of disputes and employ effective leadership to manage the emergence of disputes. Accordingly, this paper aims to investigate the influence of leadership style employed in the contractor’s organization on the frequency of dispute causes between the contractor and the client occurring in commercial projects based in Egypt. This objective is achieved by utilizing a survey questionnaire to explore the most dominant leadership style practiced by project managers in contractors’ premises based on the full-range leadership theory. Furthermore, the most frequent dispute causes were identified, whereby a correlation analysis was conducted using Pearson correlation to analyze the relationship between leadership styles and the frequency of dispute causes. A total of 60 responses were collected and statistically analyzed, where the results indicated that transactional leadership style is mostly adopted among project managers, which describes leaders’ behavior as more task-oriented with less consideration for individuals. Yet, the correlation results showed that transactional leadership style has a significant positive correlation with the most frequent dispute causes, while transformational leadership style has a significant negative correlation with these dispute causes. Therefore, these research findings imply that alternative management practices should be adopted by project managers to avoid the emergence of disputes.