2026 People Insights on Leadership, Conflict, and Relationships 2-minute read Written by Shawn Bakker, Lead Psychologist Each year, we draw on our extensive collection of assessment data—from the Psychometrics 360, Work Personality Index, Myers-Briggs Type Indicator, FIRO-B, and Thomas-Kilmann Conflict Mode Instrument—to uncover fresh insights into how people lead, collaborate, and navigate conflict. This year’s review highlights three key themes: leadership, conflict, and working relationships. 1. Leadership – Generalists Are Key Our Psychometrics 360 data shows that exceptional leaders share several qualities: they com municate clearly, set high standards, and take accountability for their actions. But that’s not the whole story. The top 25% of leaders outperform the bottom 25% across all Psychometrics 360 competencies – and they show far less variability in their behavior. In other words, great leaders aren’t specialists; they are well-rounded generalists who demonstrate strength across a broad range of skills. As for the bottom 25% of leaders? The biggest gaps are in competencies related to interacting with and managing others. 2. Conflict – Can’t We All Just Compromise? Across all organizational levels – from individual contributors to senior executives – the most common conflict-handling approach is Compromising. This “trading mentality” aims to give everyone something, but does not necessarily result in the best possible outcome for all parties. While compromise has its place, shifting from a trading mentality to an understanding mentality – through Collaboration – can unlock more creative, win-win solutions. True collaboration takes more time and effort, but it builds stronger relationships and more sustainable agreements. 3. Team Relationships – To Be Involved, Not Directed When it comes to working relationships, one truth stands out: no one likes to be micromanaged. Yet our data reveals that roughly 20% of leaders display micromanaging tendencies. This is a critical reminder for leaders at all levels. People want to feel involved, not controlled – valued as contributors, not treated as cogs in a machine. Encouraging participation, autonomy, and trust fosters engagement and drives better performance across teams. ____________________________________________________________________________________________ For more insights on engagement, leadership, and team effectiveness, check out our latest webinar: 2026 People Trends You’ll walk away with clear, research-backed insights and practical strategies you can apply with individuals, teams, and leaders right away. View Webinar
