 An interpersonal conflict can be defined as “a process that begins when an individual or group perceives differences and opposition between itself and another individual or group about interests and resources, beliefs, values, or practices that matter to them” 
- Interpersonal conflicts can be broken into two categories: task and relationship. Task conflicts happen when people disagree about how to complete or approach a specific task or tasks, while relationship conflicts arise when there are growing levels of animosity and discomfort in a relationship between people. Either one of these types of interpersonal conflicts can make progress and efficiency difficult in a workplace. 

Definition of an Interpersonal Conflict

Being an active leader can help coworker conflicts be handled well. If conflicts reach a pint where intervention is necessary, it is important for those in leadership positions to address the situation and help as best they can. Having a third party entity can allow coworkers to work through things properly before things get too out of hand. 

Effective ways of resolving coworker conflict

Having interpersonal conflicts with co-workers or employers is one of the main predicators of developing workplace bullying. These conflicts make stress arise and when not properly addressed, they can lead to bullying. 

Syracuse University

Workplace bullying refers to when an employee is repeatedly bothered and tormented in their job environment. This could come either from their employer or their coworkers. The three criteria that constitute workplace bullying are repeated negative acts, an imbalance of power regarding resources to seek assistance with the bullying, and escalation over time. In organizational culture, bullying can manifest when workplaces allow higher-status employees to harass lower-status employees, often requiring support or at least forbearance from company leaders. Bullying can cascade down the hierarchy, increase employee stress, decrease productivity, increase turnover, and remain unreported when management fails to hold perpetrators accountable.

Workplace Bullying

Agotnes, K., Einarsen, S., Hetland, J., &amp; Skogstad, A. (2018, July 2). The moderating effect of laissez-faire leadership on the relationship between co-worker conflicts and new cases of workplace bullying: A true prospective design. Wiley Online Library. 

The moderating effect of laissez-faire leadership on the relationship between co-worker conflicts and new cases of workplace bullying: A true prospective design

This hypothesis indicates that there is a direct correlation between aggravating workplace conditions, and badly handled interpersonal issues and workplace bullying. In other words, bullying is seen as a consequence of problems in the workplace that were not handled well and persisted over time. 

Work Environment Hypothesis

Coworker Conflict as an antecedent for workplace bullying

Some people in leadership positions take on a laissez-faire approach with their employees. This means that when conflicts arise, they feel it is best for those involved in the conflicts to work them out themselves. However, when bullying is present, an active leader is necessary to resolve the issue, and a passive-avoidant leadership style is not helpful. 

Laissez-Faire Leadership styles and how they can contribute to bullying. 

It has been studied and found that employers are the main bullies in the workplace. Many times these individuals will have an abuse of power and treat their employees poorly. These employees will often feel as though they cannot seek help within the company because of the hierarchical structure and the advantage their boss has over them. This allows for employees to get stuck in a toxic work environment where they are not treated properly. 

Main perpetrators of workplace bullying conflicts. 

Especially in instances of workplace bullying coming from a boss, an imbalance of power is a clear way to promote bullying in the workplace. However, when within coworker relationships, there are often certain workers who have a leg up (tenure, seniority, etc.) this may make them more prone to not being worried about their job safety, and therefore anticipating no consequences if they bullied a coworker. These victims , who likely do not have the same security as their perpetrator, may feel like they cannot reach out to anyone and lack the resources to help their situation. This can elongate and worsen the bullying, which is why it is important to promote resources for employees of all levels. 

How an imbalance of power can increase workplace bullying

Workplace bullying generally requires support or at least forbearance from company leaders.

Leadership Forbearance Enables Workplace Bullying

Workplace bullying can cascade down an organizational hierarchy when supervisors who experience bullying display the same behavior toward their subordinates.

Cascading of Bullying Down the Organizational Hierarchy

Workplace bullying can increase job stress, decrease productivity, increase turnover, and remain silent when management does not hold perpetrators accountable.

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