You are the Director of Human Resources for a large supermarket chain in the Northwest. Your company is doing well financially and growing. Customers love the European Market atmosphere of your stores and many new food companies are vying for appointments with your buying team. Your only nagging concern is about developing strong leadership in a few store locations. Those stores have had customer service and inventory problems in the past. Luckily, you have watched a turnaround at the Bend store. The prior Store Manager, Mike, was very hard on his team. You had plenty of private meetings with the Night Supervisor, the Produce Supervisor, and the Front-End Supervisor. (Tears had been shed in some of those meetings.) Mike rarely delegated to the supervisors. Even though they had all been with the firm for over a decade and knew their areas, they still felt untrusted. Mike spent a lot of time reviewing employee time cards, doing surprise inspections, and questioning every little decision the supervisors made. To them, it felt like he was always a step away from accusing them of a crime. When he needed overtime or a special project done, he always tried to lure them by offering