I had just transitioned to a new role as part of the Telephone Services team following the merger of TCI and AT&T in 1999. I was part of the development team responsible for developing new processes and procedures for the first voice protocol service on the Internet. On the first day I met with my team members, many of whom I had known for years while working at TCI, and our new manager transferred from AT&T's long distance department. My first impression of my new manager was that of someone friendly, outgoing and approachable. I left work that day feeling good and excited about my new position and the opportunity that lay ahead. My feelings would soon be short-lived, as I would soon discover that first impressions aren't always everything. After about a month of working on the development team I realized that my first impression of my manager was far from accurate. Our new manager was extremely impatient and wanted everything completed in an unrealistic timeline. He was verbally abusive towards the team and made comments about individual performance in front of the team. Many team members began slacking off, arriving late for work, and not completing tasks on time. “According to social identity theory, unfair treatment by superiors can elicit negative identification, which in turn leads to negative employee behaviors in organizations” (Jinyun, Wing, & Jian, 2010, para 1). This unfair treatment of employees had an effect on the team and many team members began to demonstrate the same behavior that they had never shown before. He had become a micro manager who had little trust in his team and constantly questioned team members' decisions. He said in meetings that he conducted with a... half of paper...... like the rest of the team. Works CitedClark, D.R., (2004). The art and science of leadership. Retrieved from http://nwlink.com/~donclark/leader/leader.htmlFlora, C. (2004). The first impression. Retrieved from http://www.psychologytoday.com/articles/200405/the-first-impression?page=2Jinyun, D., Wing, L., Ziguang, C., & Jian An, Z. (2010). Justice in leadership, negative organizational behaviors, and the mediating effect of affective commitment. Social behavior and personality: An International Journal, 38(9), 1287-1296. doi:10.2224/sbp.2010.38.9.1287 Leadership and human behavior. (1997). Retrieved from http://www.nwlink.com/~donclark/leader/questions.htmlToth, M. (2010). Leadership through effective interpersonal communication skills. Retrieved from http://ezinearticles.com/?Leadership-¬Through-¬Effective-¬Interpersonal--Communication-¬Skills&id=4052980