If feedback or appreciation and/or their method is inappropriate or untimely, it could result in conflicts. Team members’ interaction with others and with their leader is highly sensitive and also emotional; if this interaction deviates from the actual intention, it could develop into a conflicting discussion (Institute of Leadership & Mana, 2007).
Intrapersonal conflict develops when an individual faces situations that are different or against his own values and beliefs. In an organization, this happens when an individual’s role is not in accordance with his/her actual competence; when an individual’s expectations do not mach with organizational goals; and when an individual’s moral and ethical values are not in line with organizational ethics. Intrapersonal conflicts are extremely stressful for the individual at mental and emotional levels, consequently disturbing his/her physical health (Sims, 2002).
Interpersonal conflicts are usually the consequences of misinterpretation of data/information, miscommunication and inappropriate task allocation. In such situations, team members do not have a clear and convincing understanding of situations, and are also prone to various kinds of misunderstandings and also ego clashes. These conflicts are extremely detrimental to the team and to the organization. For the team members, these conflicts have differing impact; could be beneficial for some and harmful for others. Non-cooperative members of the team tend to take an advantage of the situation, thereby taking the team further away from its goals.
Thirdly, organizational conflicts are those that arise between two or more organizations or even within an organization as a consequence to mergers and acquisitions, and change in leadership (Sims, 2002). These conflicts are usually related to the organizational policies, conduct, culture, leadership etc. Such conflicts can lead to significant