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with anyone in engineering. This lack of communication, and frequent substandard lathes, dies and, design surveys resulted in backed-logged work and unnecessary overtime expenses. And when communication did occur, the engineering unit's performance was generally unreliable. John Angle believed in self-directing and autonomous work teams. Consequently, he believed in empowering his subordinates to make decisions, feel responsible for the successes of the department as well as their own successes. John provided little or no direction or support for his subordinates. He did not articulate his vision, leadership style, or expectations to his subordinates. He felt that they were highly trained professionals who should know what is expected of them and should be ‘willing to do the right thing.' He also felt that by been self-regulating and solving their own problems as they arise, employees would learn from their own mistakes. He saw this as the best way for employees to grow and develop on the job and for the organization to realize maximum output from workers. John Angle viewed himself as a progressive liberal thinker whose new-age leadership style would transform and motivate employees to achieve great things. He believed that sharing power would enhance employees' self-worth and energize them. He also believed in maintaining a convivial work atmosphere. Thus, absenteeism and lateness were overlooked. Angle was also fairly lax in enforcing work rules and work productivity standards. As a consequence of the laxity in discipline and absence of enforcement of work standards, employees took advantage of these situation and work at their leisure, they were frequently late or absent and (mis)managed other aspects of their own work schedule. They also took frequent coffee breaks and tended to work substantially higher amount of overtime relative to other employees in the organization. When Jeremiah was hired, he was told that he had the full confidence