Team meetings were unproductive,
they said, and led to confusion rather than clarity for
team members, in part because consensus about decisions was
rarely reached. John imposed top - down decisions when many
members of the executive team felt capable of sharing the
decision - making responsibility. The team was affl icted with
interpersonal confl ict, not only between a small subgroup of
team members but also between John and a couple of key team
members. He had taken no action to address or resolve those
confl icts. Moreover, they called John “ untrustworthy ” because
he often said one thing and did another, and thus he had slowly
lost the support of his team. Team morale, motivation, and productivity
had been dropping for several weeks. In the end, the
team had had enough: either John would have to leave or they
would.