People management is one of the most demanding aspects of leadership. Like any group, work teams are a combination—sometimes explosive—of sensitivities, talents, moods, and all the variations of human behavior, which have a decisive influence on the work environment and results.

Like a soccer coach, a manager or boss must learn to bring out the best in each team member and manage the conflicts that will arise along the way. And they will arise, because friction is inevitable when different personalities, opinions, and work styles come together. However, rather than seeing it as a threat, smart leaders recognise conflict as an opportunity to improve skills, foster cohesion, and enhance performance.

As teams become more diverse and workplace dynamics evolve, conflict triggers tend to be more nuanced. Consider the rising influence of political discourse in the workplace. 

Remote and hybrid work arrangements further complicate matters. Without frequent face-to-face interactions, small misunderstandings can go unnoticed, quietly growing into significant issues. Informal mechanisms—like spontaneous chats or non-verbal cues—are less accessible, so intentional communication becomes even more essential.

Strong conflict management and resolution skills are what separate a capable manager from a truly effective leader. The foundation lies in clear communication and the ability to handle disagreements constructively. Gartner data reveals that 56% of executives see themselves as primarily responsible for resolving conflicts. Yet, many feel underprepared. Most receive minimal training in managing interpersonal tensions, even though the skill is increasingly vital to leadership success.

Managers need upskilling — and fast

Conflict resolution has also been identified by Gartner as one of the top nine HR priorities for 2024, largely due to rising social and political tensions and the complexities of hybrid work.

Research indicates that 76% of HR leaders cite miscommunication as the top cause of workplace conflict, while 68% of organisations provide conflict resolution training to reduce escalation.

Gartner recommends that managers adopt a structured approach to conflict resolution:

• Identify the type of conflict
• Choose the appropriate leadership style
• Facilitate fair dialogue
• Build resolution skills through ongoing practice

Meanwhile, tools like the Thomas-Kilmann Conflict Mode Instrument (TKI) offer a useful framework for understanding responses to conflict. The TKI model outlines five conflict-handling styles:

• Competing – Assertive and goal-oriented
• Avoiding – Unassertive and disengaged
• Accommodating – Cooperative but self-sacrificing
• Compromising – Aiming for swift, mutual agreements
• Collaborating – Assertive and cooperative, seeking optimal shared solutions

Organisations that address issues early prevent escalation in 65% of cases, whereas only 30% of conflicts are effectively resolved without formal guidance. Moreover, Gartner confirms that effectively navigating conflict can boost employee engagement by 20%, demonstrating not only the human benefit but also the business value.

Influence and persuasion are indispensable in the leadership toolkit for handling conflict. Leaders who communicate persuasively are significantly more credible than those who have trouble conveying their message. Good communication and influence from leaders can achieve stronger outcomes in negotiations  of the sort needed to resolve a conflict, and actually make the team more cohesive and aligned with business goals.

Fostering psychological safety and civility

Conflicts can only be resolved effectively in environments where employees feel safe speaking up. As Matt Summers of the NeuroLeadership Institute puts it, people must feel “safe to voice differing views.” Psychological safety doesn’t mean avoiding tough conversations—it means encouraging them with respect.

This safety must be reinforced culturally. Leaders must model respectful communication, address harmful behaviors early, and reward constructive dissent. When teams know they’ll be heard and treated fairly, they are far more likely to speak up before issues escalate.

While managers have a central role, conflict resolution is not solely their burden. Every team member contributes to the culture. Teaching all employees core skills—like active listening, emotional regulation, and respectful assertiveness—builds more resilient, self-managing teams. Encouraging team members to handle low-level conflicts themselves, instead of escalating to management, fosters accountability and reduces unnecessary friction.

Some key traits that make individuals better at handling conflicts are self-awareness, team/environmental awareness, curiosity, flexibility, and objectivity. All these contribute to a person's capability to read the room and respond appropriately.

The capabilities above also pair well with tactical techniques such as active listening, stress regulation, de-escalation, problem-solving, and creation of accountability.

In practice, when faced with a defensive response to feedback, leaders should use empathetic yet direct language to reframe the input as growth-focused and aligned with shared team goals. In situations where tension arises during team meetings, early intervention with calming strategies can help defuse conflict and redirect focus toward equitable task division and mutual accountability. 

At the executive level, when deadlocks occur, guiding structured negotiations and presenting the issue as a collective challenge opens the door to creative, collaborative solutions.

It is crucial to remember that conflict is not the enemy of progress. It can uncover misalignments, surface new ideas, and build stronger relationships if addressed effectively.