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Purpose The existing literature has predominantly highlighted the positive role of creativity in conflict management. However, it is essential to recognize that creativity can also manifest negative aspects, particularly in conflicts involving asymmetric power relations. This study aims to investigate how employees’ creativity during conflicts with their leaders influences their conflict management strategies. By integrating approach-inhibition theory with the creativity literature, this paper proposes that creativity plays a dual role in conflict management. This paper hypothesizes that creativity can foster both collaborative and competitive strategies – both of which are active conflict responses – among employees facing conflicts with their leaders. Furthermore, this paper posits that a competitive organizational climate, which promotes active conflict responses, strengthens the relationship between creativity and conflict management strategies. Design/methodology/approach This research includes two studies: a three-wave time-lagged field study among supervised employees (N = 256) and a vignette experiment (N = 386). Findings This paper found a strong link between creativity and collaborative conflict management strategies. Additionally, there was a positive but less consistent relationship between creativity and competitive strategies. Notably, competitive organizational climate enhanced the relationship between creativity and employees’ competitive behaviors, although this effect varied across studies. Research limitations/implications The study discusses theoretical and practical implications, emphasizing the importance of understanding the dual role of creativity in conflict management to leverage its positive aspects while mitigating potential adverse outcomes. Originality/value This research provides valuable insights into the dual (positive and negative) role of creativity in conflict management within organizational settings and the moderating influence of competitive organizational climates.