As the director of strategy at Farecom, a regional fibre glass manufacturer, Jonathon spent all his time trying to get his new team to make it through a meeting without the tension level becoming unbearable. Six of the top-level managers involved seemed determined to turn the company around, but the seventh seemed equally determined to sabotage the process. Forget camaraderie. There had been three meetings so far, and Jonathon hadn't even been able to get everyone on the same side of an issue. Farecom, Inc., was in trouble-not deep trouble, but enough for its CEO, Tom King, to make strategic repositioning Jonathon's top and only task. In the last 15 months, though, sales and earnings had flattened. "You have one responsibility as Farecom's new director of strategy," Tom had said to Jonathon on his first day. "That's to put together a team of our top people, one person from each division, and have a comprehensive plan for the company's g, and winning within six months." Jonathon had immediately strategist of the senior managers from human resources, manufacturing, finance, compiled distribution, design, and marketing, and had set a date for the first meeting. Then, had carefully prepared a structure and guidelines for the group's discussions, disagreements, and decisions, which he planned to propose to the members for their input before they began working together. Jonathon imagined he might get some resistance from one or two members. For one, he had been worried about Chris Holden of manufacturing. Chris usually didn't say much around Farecom's executives, citing his lack of higher education as the reason. Jonathon had thought the team atmosphere might intimidate him. Jonathon had also anticipated a bit of a fight from Karen Jackson of the design division, who was known to complain that Farecom didn't appreciate its six artists. Ironically, both those fears had proved groundless, but another, more difficult problem had arisen. The wild card had turned out to be Phillip. Tom King had confirmed his impressions, telling him that Phillip "had the best mind" at Farecom. "Phillip is the future of this company, Tom King had told Jonathon. "If he can't help you, no one can. I look forward to hearing what a team with his kind of horsepower can come up with to steer us away from the mess we're in." Those words echoed in Jonathon's mind as he sat, with increasing anxiety, through the team's first and second meetings. Though Jonathon had planned an agenda for each meeting and tried to keep the discussions on track, Phillip always seemed to find a way to disrupt the process. Time and time again, he shot down other people's ideas, or he simply didn't pay attention. He also answered most questions put to him with maddening vagueness. The help wouldn't last, though; Phillip would quickly revert to his role as team renegade. The third meeting, last week, had ended in chaos. Chris Holden, Karen Jackson, and the distribution director, Carl Simmons, had each planned to present cost cutting proposals, and at first it looked as though the group was making good progress. Chris opened the meeting. Karen Jackson had followed Chris. While not disagreeing his comments, in that also new artists, pitching its competitive advantage in better design and wider variety. However, just as with Chris Holden, Karen's comments lost their defensiveness as the group members, with the exception of Phillip, who remained impassive, greeted her words with nods of encouragement. By the time Carl Simmons of distribution started to speak, the mood in the room was approaching buoyant. It was when Carl began to describe those results in detail that Phillip brought the meeting to an unpleasant halt by letting out a loud groan. "Let's just do everything. why don't we, including redesign the kitchen sink!" be cried with mock enthusiasm. That remark sent Carl back quickly to his seat, where he half-heartedly summed up his comments. A few minutes later, he excused himself, saying he had another meeting. Soon the others made excuses to leave, too, and the room became empty. No wonder Jonathon was apprehensive about the fourth meeting. He was therefore surprised when he entered the room and found the whole group, save Phillip, already assembled. Ten minutes passed in awkward small talk, and, looking from face to face, Jonathon could see his own frustration reflected. He also detected an edge of panic just what he had hoped to avoid. He decided he had to raise the topic of Phillip's attitude openly, but just as he started, Phillip ambled into the room, smiling. "Phillip, I'm glad you're here, Jonathon began, "because I think today we should begin by talking about the group itself-"Phillip cut Jonathon off with a small, sarcastic laugh. "Uh-oh, I knew this was going to happen," he said. Before Jonathon could answer, Chris Holden stood up and walked over to Phillip, bending over to look him in the eye. "You just don't care, do you?" he began, his voice so angry it startled everyone in the room. Everyone except Phillip. "Quite the contrary-I care very much," he answered breezily. "I just don't believe this is how change should be made. A brilliant idea never came out of a team. Brilliant ideas come from brilliant individuals, who then inspire others in the organization to implement them." "That's a lot of bull," Chris shot back. "You just want all the credit for the success, and you don't want to share it with anyone." "That's absurd, Phillip laughed again. "I'm not trying to impress anyone here at Farecom I don't need to. I want this company to succeed as much as you do, but I believe, and I believe passionately, that teams are useless. Consensus means mediocrity. I'm sorry, but it does." "But you haven't even tried to reach consensus with us," Karen interjected. It's as if you don't care what we all have to say. We can't work alone for a solution - we need to understand each other. Don't you see that?" The room was silent as Phillip shrugged his shoulders noncommittally. He stared at the table, a blank expression on his face. It was Jonathon who broke the silence. "Phillip, this is a team. You are part of it," he said, trying to catch Phillip's eye without success. "Perhaps we should start again-"Phillip stopped him by holding up his cup, as if making a toast. "Okay, look, I'll behave from now on," he said. The words held promise, but he was smirking as he spoke them-something no one at the table missed.. "Listen, everyone, I know this is a challenge," Jonathon began, but he was cut short by Phillip's pencil tapping on the table. A moment later, Chris Holden was standing again. "Forget it. This is never going to work. It's just a waste of time for all of us," he said, more resigned than gruff. "We're all in this together, or there's no point." He headed for the door, and before Jonathon could stop him, two others were at his heels 1. Using the information from the case along with appropriate theories, how would judge the leadership qualities of Jonathon as it relates to motivating his team? a. Ensure to evaluate and apply, the most relatable approach(es) to motivation covered that Jonathon to address team problems order to get the most out of the new team. (Ctrl)-