In 2025, a new leadership trait is quickly moving to the forefront of organizational priorities: Conflict Intelligence, often referred to as CIQ. While the last two decades emphasized emotional intelligence and adaptability as the core competencies of modern leaders, experts now argue that those skills alone are no longer sufficient. As workplaces become more diverse, interconnected, and pressured by global uncertainty, leaders are being asked not only to understand emotions but also to navigate conflict in a way that transforms tension into progress. This shift is being recognized by academics and practitioners alike, most notably by Andrea North-Samardzic, Associate Dean at Melbourne Business School, who recently listed conflict intelligence among the most important leadership trends of 2025.
The concept of conflict intelligence was brought into sharper focus through the work of Peter T. Coleman, a contributor to the Harvard Business Review. Coleman defines the conflict-intelligent leader as someone who recognizes that disagreements and tensions are not disruptions to be suppressed, but opportunities for growth and improvement. According to his research, leaders who are able to remain calm in high-stakes situations, listen deeply to opposing views, and adapt their approach based on context are better positioned to guide organizations through complexity. Unlike emotional intelligence, which centers primarily on self-awareness and empathy, conflict intelligence incorporates systemic thinking, ethical courage, and situational adaptability. This allows leaders to manage conflict not only on an interpersonal level but also across entire teams and organizations.
The need for this skill is especially pressing given current workplace realities. Surveys continue to show that incivility and unresolved disputes cost organizations billions of dollars annually in lost productivity, employee turnover, and disengagement. With hybrid work models and geographically dispersed teams now the norm, opportunities for misunderstanding have multiplied. Cultural differences, communication challenges, and heightened political polarization have made workplaces more vulnerable to friction. Rather than viewing these tensions as destabilizing, conflict-intelligent leaders see them as inevitable and even necessary for innovation. When harnessed constructively, disagreements can sharpen decision-making, surface hidden risks, and strengthen group cohesion.
For many leaders, this represents a dramatic shift from traditional models of conflict management. In the past, conflict was often handled by suppressing dissent or smoothing over disagreements in the name of harmony. But leaders today are discovering that avoidance can backfire, breeding resentment and stifling creativity. Bill O’Callaghan, a leadership consultant, recently summarized the new perspective with the observation that “conflict is inevitable, but combat is optional.” Leaders who cultivate conflict intelligence do not shy away from uncomfortable conversations. Instead, they lean into them with the goal of preserving relationships while pushing for clarity and fairness. In doing so, they set a cultural tone that encourages transparency, accountability, and mutual respect.
There are real-world examples of how conflict-intelligent leadership has shaped outcomes in both business and global affairs. Former Ford CEO Alan Mulally is often cited as someone who used open confrontation of problems to drive the company’s turnaround during the financial crisis. Similarly, diplomats such as George Mitchell, who brokered peace negotiations in Northern Ireland, are credited with using conflict-intelligent principles to maintain dialogue and build trust in highly polarized environments. These examples illustrate that the ability to navigate disputes constructively is not limited to the boardroom—it is equally valuable in government, communities, and international relations.
North-Samardzic’s endorsement of conflict intelligence as a key leadership skill highlights its growing role in leadership development programs. Organizations that invest in training leaders to recognize their own conflict triggers, to practice active listening, and to address ethical concerns are better positioned to sustain performance over the long term. Such leaders are also more likely to foster psychological safety, an environment in which employees feel confident to voice dissenting opinions without fear of reprisal. Research consistently shows that teams operating under conditions of psychological safety are more innovative, engaged, and resilient in the face of change.
The relevance of conflict intelligence has only grown as organizations grapple with uncertainty. Leaders today are navigating technological disruption, economic volatility, and an increasingly vocal workforce demanding accountability and ethical integrity. Conflict is no longer an occasional obstacle; it is a constant feature of organizational life. The difference between leaders who succeed and those who struggle often comes down to whether they can transform conflict into constructive energy. Those who can do so not only avoid the pitfalls of workplace dysfunction but also unlock the potential of their teams to perform at their highest level.
Looking ahead, conflict intelligence is poised to become a cornerstone of leadership training, alongside emotional intelligence, strategic thinking, and adaptability. While emotional intelligence teaches leaders how to connect with others, conflict intelligence goes a step further by showing them how to thrive amid inevitable disagreements. This dual focus equips leaders to not just maintain stability, but to drive progress even in uncertain times. As 2025 unfolds, organizations that embrace this leadership philosophy may find themselves better prepared to navigate complexity and build cultures that are both resilient and innovative.
Conflict intelligence may once have been considered a specialized skill, but it is now emerging as a must-have capability for leaders in every sector. As workplaces continue to evolve, the leaders who rise to the top will likely be those who are not afraid of conflict but who understand its potential to foster trust, innovation, and sustainable performance.
