You are a mid-level director who oversees a team of ten direct reports, and you've been in this management role for six months after you were promoted from another department. Your new team has experienced higher-than-expected turnover in the past three years, with several team members departing over what they describe as 'a toxic environment.' This is exactly why you were promoted to this new role, as you have developed a reputation for facilitating communication and building team cohesion with your previous team. When you made the transition, the president of your organization told you that she hopes you will be a catalyst for change in this department. She expects you to decrease turnover as quickly as possible, especially since your team will be expanding soon due to a growing client base. Specifically, you are expected to hire four new people in the next quarter to fill new client support positions. The new team you've inherited is prone to conflict and has been labeled as dysfunctional and inefficient by others in the organization. While you weren't leading this team when the turnover began, you suspect that much of it is due to (1) the teams' previous/disengaged team leader, and (2)