Theories, models, and explanations that may be used to explain and resolve the case.
According to [ CITATION Tyl17 \l 1033 ], the concept of micro organizational behavior
analyzes individual and group dynamics in an organizational setting. In this sense, at a micro
level, the first issue that can be pointed out and allow an ongoing conflict between employees is
that the CEO did not have an effective leadership approach to lead its team members. Laissez-
faire leaders, which was his management style approach, are often seen as uninvolved and
withdrawn, that can lead to a lack of cohesiveness within the group[ CITATION Les15 \l 1033 ].
In this method of leadership, the CEO doesn’t provide much direction; instead, decisions are
made by the two senior executives that don’t get along but need each other to perform in their
respective positions. Another point concerning the CEO is that rather than addressing the issue,
the CEO prefers avoiding the conflict and step back while tensions continue to spread. His
discomfort with conflict makes things worse and out of control. In fact, [ CITATION Reb18 \l
1033 ] define the avoiding style as uncooperative and unassertive. Leaders that use this style seek
to avoid conflict altogether by denying that it is there. They are prone to postponing any
decisions in which a conflict may arise. Conflict avoidance may be habitual to some people
because of personality traits such as the need for affiliation. However, conflict avoidance
becomes a problem when individuals avoid confronting important issues because of a dislike for
conflict or a perceived inability to handle the other party’s reactions.

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