Consider, for example, a plant employee who is a member of a generally well performing group but who engages in potentially dangerous behavior while driving a forklift sueh as ehasing another person and eneouraging other forklift drivers to race. In a case like this, many manageri make a fimdamental error: they ignore the behavior and way, "Overall, he is a good guy, I don't think he will do thoie things again." These types of behavior need to be addressed, and ignoring them is a reeipe for failure down the road. This type of wishful thinking on the part of the manager presents a twofold problem. It sends a message to the employee that this type of behavior is aeceptable-innybe not desirable but acoeptable nonetheless. Second, and more problematio, it also sends a message to others that the workplace is not fair ("He gets away with these thingn beenuse the supervisor likes him. If I did that, I'd be fired"). However, if the manager ealls in the employee, has a brief diseussion with him where the rules for effective negative feedback were followed well, the employee will understand why the behavior is reokleso and others will know that the issue has been handled fairly. Thus, get involved early and correct problems before they become very difficult to handle. Some people may be surprised that more managers do not intervene early in eases like the one in the previous paragraph. Early intervention is rare for numerous rensons. The most common problem is that confrontation is uncomfortable for most managers, to they look for reasons to avoid potentially difficult situations (see GA Chapter 9 for help with confliet and how to handie (t). Further, the manager may believe that the behavior will ntop on its own, which is possible and has probably happened before. so the manager holds onto the hope that the problem will take care of itself. Finally, managers often fall to Intervene beeause they will not be supported by thein manager. So, although early intervention is certainly the best course of notion and oetually addresses problems while they are still relatively small, many managers are lulled into a self defeating course of inaction. When leaders perform trannnetional leadership behaviors well, they provide themselves with an exeellent foundation. At this point, basie performance iosues are addrested, the LMX relationship should be positive and productive, and employees have a sense they are being treated fairly. Effective managers, however, know that what differentiates them from the rest of the pack is the ability to get people to go above and beyond expectations. In other words, it is not about getting people to do what is expected: it is about getting people to exceed expectations. To motivate their people to do this, effective leaders know that people need to be oble to change quiokly, adapt to new demands, and seek out new ehallenges. Transactional leaderahip behaviors are the way to build a solid foundation, but they will not dellver performance beyond typleal expeetations. Once a nolid foundation has been established through transaetional leadership behaviorn, effective leaders une transformational leadenhip behaviors to get their employees to go beyond the eall. OB SKILLS CHALLENGE 11.3 Establishing High Leadership Expectations You are the president of a torge business club on campus that is widely viewed as a successful organization thet people want to join. You are convinced, however, that the club could be a fot better than it is right now. incteasing the membership, taking on bigger projects, and doing more to get your club exposure all seem posshble. How will you make some significant progresn