|||1. IntroductionIn recent years, business organizations have seen an increase in the use of teams and groups (Montoya-Weiss, Massey, & Song, 2001). Additionally, many companies have implemented team-based incentive systems to increase production (Bunderson and Sutcliffe, 2003). Large companies are usually divided into smaller departments managed by leaders in those areas. These team leaders are in charge of project management, organization and employee well-being. The latter, in particular, has become a major focus 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 plays a role in shaping team norms and the emotional climate of the workplace. This, in turn, plays a role in determining team effectiveness. This study will examine the role of the leader in developing team norms, emotional climate, and team effectiveness by interviewing a staff member in a management position within the accounting firm Ernst & Young.2. Literature ReviewIn general, team effectiveness refers to the team's ability to meet business demands and the ability to work together effectively in the future. More specifically, a team's effectiveness is determined by its collaborative ability in conflict resolution, problem solving, communication, goal setting, and task coordination (Taggar and Ellis, 2007). . An effective team requires cohesion that depends on a combination of factors. Among these, the emotional well-being of the team and its members is a particularly important factor (Pirola-Merlo, Härtel, Mann, & Hirst, 2002). Extensive research showed...... middle of article......251-1262.Pirola-Merlo, A., Härtel, C., Mann, L. and Hirst, G. (2002) . How leaders influence the impact of affective events on team climate and R&D team performance. The Leadership Quarterly, 13(5), 561-581. Taggar, S. and Ellis, R. (2007). The role of leaders in establishing formal team norms. The Leadership Quarterly, 18(2), 105-120.Tse, HH, Dasborough, MT and Ashkanasy, NM (2008). A multi-level analysis of team climate and interpersonal exchange relationships at work. The Leadership Quarterly, 19(2), 195-211. Weiss, H.M. and 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, SJ, Rittman, AL, & Marks, MA (2001). Team leadership. Leadership Quarterly, 12(4), 451-483.

Essay / |||1. IntroductionIn recent years, business organizations have seen an increase in the use of teams and groups (Montoya-Weiss, Massey, & Song, 2001). Additionally, many companies have implemented team-based incentive systems to increase production (Bunderson and Sutcliffe, 2003). Large companies are usually divided into smaller departments managed by leaders in those areas. These team leaders are in charge of project management, organization and employee well-being. The latter, in particular, has become a major focus 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 plays a role in shaping team norms and the emotional climate of the workplace. This, in turn, plays a role in determining team effectiveness. This study will examine the role of the leader in developing team norms, emotional climate, and team effectiveness by interviewing a staff member in a management position within the accounting firm Ernst & Young.2. Literature ReviewIn general, team effectiveness refers to the team's ability to meet business demands and the ability to work together effectively in the future. More specifically, a team's effectiveness is determined by its collaborative ability in conflict resolution, problem solving, communication, goal setting, and task coordination (Taggar and Ellis, 2007). . An effective team requires cohesion that depends on a combination of factors. Among these, the emotional well-being of the team and its members is a particularly important factor (Pirola-Merlo, Härtel, Mann, & Hirst, 2002). Extensive research showed...... middle of article......251-1262.Pirola-Merlo, A., Härtel, C., Mann, L. and Hirst, G. (2002) . How leaders influence the impact of affective events on team climate and R&D team performance. The Leadership Quarterly, 13(5), 561-581. Taggar, S. and Ellis, R. (2007). The role of leaders in establishing formal team norms. The Leadership Quarterly, 18(2), 105-120.Tse, HH, Dasborough, MT and Ashkanasy, NM (2008). A multi-level analysis of team climate and interpersonal exchange relationships at work. The Leadership Quarterly, 19(2), 195-211. Weiss, H.M. and 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, SJ, Rittman, AL, & Marks, MA (2001). Team leadership. Leadership Quarterly, 12(4), 451-483.

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