1. This professional situation involved running a high-end steakhouse in a downtown urban setting. - We consisted ofa FOH team of management and team members to ensure successful operation. - The goal was the execute the maximum efciency as in regard to both service and increase of sales. - This restaurant opened in March of2015, and l ten the position atthe end of May in 2021. - Our team consisted of a uctuating team of 3-4 managers and anywhere from 30-35 FOH team members. - lworked as a head server orwait captain role, responsibility for helping to set procedures and processes and new hire training. - We were managed by a General Manager and had a very closely involved owner who was personally in the building for the rst year. - The dynamic was high octane. high volume, and intense, our location directly across from an arena and convention center made for a very high and demanding volume. - In the rst four years of ope rations, we had six all staff meetings over issues and culture in the workplace, and nothing was ever changed. 2. There were many dysfunctions within the environment. they started small and grew over time. creating new issues which continued unabated. - There was a complete absence of trust. team members jumped to conclusions about the intentions and aptitudes of others. and held grudges (Lencioni, 1993) . There existed a constant fear of conict. an aggressive environment where back- channel politics and personal attacks thrived (Lencioni. 1993]. . There was a severe avoidance for accountability showcased by an intense resentment among team members with different performance standards. [Lencioni, 1993) 3. There were additional issues that existed and evolved over time. Leadership entirely emphasized extrinsic rewards. and ignored intrinsic motivators, there became no positive motivation on a personal level the outcome was little to no motivation at work. (Haclcman and Oldham 19%, 1930}. . Policies. expectations. and moods changed seemingly at whim, key players were not playing key roles in guiding the team (Kot'ler 8. Cohen. 200 3), leading to complacency at the top. and stress at the bottom. 4. If in charge. there are different avenues to manage these issues. Encouraging openness among dierent levels of the team and giving one another the benet of doubt before immediately assuming a negative conclusion. (Lencio ni. 1993]. This would ease tension and fear of conict. . The culture of fear and retribution has to go, lwould retrain the management team to be more approachable, to extract the ideas of all team members and minimize politics. (Lencioni, 1993} . Establish respect among team members who are held to equal high, and consistent standards. alleviating the resentment between members (Lencioni, 1993). . Promote and develop individuals' intrinsic motivation to increase motivation at work, making employees feel they want to do the job, rather than pressure to do the job solely for extrinsic reward (Goldberg, 2019}. . To create an environment of accountability you need to standardize expectations and reinforce good habits and encourage those to grow and atthe same time criticize existing poor behaviors [Garvin 8. Roberto. 2005}. 5. All dierent types of leadership tactics would be necessary as over the course of seven years the environment became so dysfunctional. Legitimate tactics would have to be employed because Q denitive authority gure would be required to enact changes. {French Raven 1965) . Reward tactics would be necessary for those that were attempting to do things the right way and had seen their intn'nsic motivations erode. (French Raven, 1965} . Simultaneously coercive tactics would be needed to pun ish. and if necessary, remove those that continued the negative methods of the past. (French Raven, 1965) . Referent leadership tactics would be paramount here. aer such a negative culture had been cultivated, perception of caring of leadership would be paramount to regain trust of staff= trust being necessary to believe that conditions. environment, and motivations would change for the positive. (French, Raven, 1955)