|||1. Introduction In recent years, business organizations have seen an increase in the use of teams and groups (Montoya-Weiss, Massey, & Song, 2001). Furthermore, many companies have implemented team-based incentive systems to increase production (Bunderson & Sutcliffe, 2003). Large companies are commonly divided into smaller departments run by leaders in those industries. These team leaders are responsible for project management, organization and employee well-being. The latter, in particular, has become a focal point in team organizations. Not only does an individual's emotional well-being influence their job satisfaction, but it has also been shown to have an effect on other team members. This implies that the team leader has a role in shaping team norms and the affective climate in the workplace. This in turn plays a role in determining the effectiveness of the team. This study will investigate the role of the leader in the development of team norms, affective climate and team effectiveness by interviewing a staff member in a managerial position at the accounting firm Ernst & Young.2. Literature Review In general, team effectiveness refers to the team's ability to meet business demands and the ability to work together effectively in the future. Specifically, a team's effectiveness is determined by its collaborative ability in conflict resolution, problem solving, communication, goal setting, and task coordination (Taggar & Ellis, 2007). An effective team requires cohesion that depends on a combination of factors. Among these, a factor of particular importance is the emotional well-being of the team and its members (Pirola-Merlo, Härtel, Mann, & Hirst, 2002). Extensive research has shown that...... half of the article......251-1262.Pirola-Merlo, A., Härtel, C., Mann, L., & Hirst, G. (2002) . How leaders influence the impact of affective events on team climate and performance in research and development teams. The Leadership Quarterly, 13(5), 561-581. Taggar, S., & Ellis, R. (2007). The role of leaders in shaping formal team norms. The Leadership Quarterly, 18(2), 105-120.Tse, H.H., Dasborough, M.T., & Ashkanasy, N.M. (2008). A multilevel analysis of team climate and interpersonal exchange relationships at work. The Leadership Quarterly, 19(2), 195-211. Weiss, H. M., & Cropanzano, R. (1996). Affective events theory: A theoretical discussion of the structure, causes, and consequences of affective experiences at work. West, M. A. (1990). The social psychology of innovation in groups. Zaccaro, S. J., Rittman, A. L., & Marks, M. A. (2001). Team leadership. The leadership quarterly, 12(4), 451-483.

Topic > |||1. Introduction In recent years, business organizations have seen an increase in the use of teams and groups (Montoya-Weiss, Massey, & Song, 2001). Furthermore, many companies have implemented team-based incentive systems to increase production (Bunderson & Sutcliffe, 2003). Large companies are commonly divided into smaller departments run by leaders in those industries. These team leaders are responsible for project management, organization and employee well-being. The latter, in particular, has become a focal point in team organizations. Not only does an individual's emotional well-being influence their job satisfaction, but it has also been shown to have an effect on other team members. This implies that the team leader has a role in shaping team norms and the affective climate in the workplace. This in turn plays a role in determining the effectiveness of the team. This study will investigate the role of the leader in the development of team norms, affective climate and team effectiveness by interviewing a staff member in a managerial position at the accounting firm Ernst & Young.2. Literature Review In general, team effectiveness refers to the team's ability to meet business demands and the ability to work together effectively in the future. Specifically, a team's effectiveness is determined by its collaborative ability in conflict resolution, problem solving, communication, goal setting, and task coordination (Taggar & Ellis, 2007). An effective team requires cohesion that depends on a combination of factors. Among these, a factor of particular importance is the emotional well-being of the team and its members (Pirola-Merlo, Härtel, Mann, & Hirst, 2002). Extensive research has shown that...... half of the article......251-1262.Pirola-Merlo, A., Härtel, C., Mann, L., & Hirst, G. (2002) . How leaders influence the impact of affective events on team climate and performance in research and development teams. The Leadership Quarterly, 13(5), 561-581. Taggar, S., & Ellis, R. (2007). The role of leaders in shaping formal team norms. The Leadership Quarterly, 18(2), 105-120.Tse, H.H., Dasborough, M.T., & Ashkanasy, N.M. (2008). A multilevel analysis of team climate and interpersonal exchange relationships at work. The Leadership Quarterly, 19(2), 195-211. Weiss, H. M., & Cropanzano, R. (1996). Affective events theory: A theoretical discussion of the structure, causes, and consequences of affective experiences at work. West, M. A. (1990). The social psychology of innovation in groups. Zaccaro, S. J., Rittman, A. L., & Marks, M. A. (2001). Team leadership. The leadership quarterly, 12(4), 451-483.