In this case, the temperament of my IT manager 'stabilizer is characterized by his specific aversion to upgrading business operations. He has taken on a fatalistic approach to the expansion of manpower under his responsibility. This approach is not unwarranted as he does have a poor leadership track record. He lacks the benevolence and compassion needed to foster high performance during change with his subordinates and, he does not seem intent on building his emotional labor capability. Additionally, he has constructed his narrative into believing strongly in the incompetence of his subordinates leading to a turnover in the company. Despite all this, the IT manager is incredibly competent with the technology having developed most of it himself. He values accuracy and duty which guarantees the optimum performance of the technology, a performance that is critical to the forthcoming change in business. He also values his two most experienced staff members. My IT manager does not seek to gain additional power but wants to maintain the power or control he already has without the threat of expansion. The power dynamic he exhibits through his leadership style is essentially legitimate power that occurs between boss and employee. On the other hand, my business manager as a catalyst is usually great at leading and managing people. She typically excels in creating harmony in the workplace but with her perceived imminent loss of inclusion/exclusion power, she has reacted poorly to the change in the business model. She lashes out at her subordinates, leveraging her superordinate power to make them look incompetent, reducing their own power. Her self-esteem plays a direct role in the situation as is reduced from the possibility of being replaced at work. Her feelings of losing control make her adopt a leadership style of exclusion power over her employees. Essentially, my business manager is breeding a culture of dysfunction that can lead to a lack of phycological safety among her subordinates making them not trust her. This result is of course stemmed from her own mistrust of me (her boss) using my power to make her unemployed. To resolve these issues the feelings of uncertainty need to be addressed immediately. I need to present to my two managers a detailed company expansion plan that answers the questions: what is happening? What does it mean to us? What should we do about it? Under this plan, I will state in specifics what is expected of them in both the short and long term. Through this long-term plan, my business manager will be able to understand that she is still very much a major part of the business with her own managerial goals. This plan will show that with business expansions, they This plan should re-establish a state of coordinated action in the face of ambiguity.

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