This study explored different types of conflict and its management styles in organizational settings. Quantitative and qualitative studies were conducted. Quantitative study results revealed that masquerading was most experienced type of conflict overall in the banking sector whereas affective type of conflict appeared to be the one least experienced. Across comparison of three types of banks substantive type of conflict was found more often in public banks as compared to multinational banks. Integrating was most frequently used conflict management style whereas dominating conflict management style appeared to be the one least used. Public bank managers are using integrating, compromising and avoiding conflict management styles, private banks are using integrating and dominating conflict management style whereas multinational bank managers exhibited greater use of dominating conflict management style. Qualitative analysis of conflict through experiences shared by bank managers, gave insights into complexity, dimensions and conceptualization of organizational conflicts. It also revealed dynamics of real-life conflicts in Pakistani organizational settings and how these are resolved.