Jonathon had expected that Karen might have a chip on her shoulder about collaborating with people who didn't understand the design process. Ironically, both those fears had proved groundless, but another, more difficult problem had arisen. The wild card had turned out to be Phillip. Jonathon had met Phillip once before the team started its work and had found him to be enormously intelligent, energetic, and good-humored. What's more, Tom King had confirmed his impressions, telling him that Phillip "had the best mind" at Farecom. It was also from Tom that Jonathon had first learned of Phillip's difficult childhood yet inspirational personal history. Poor as a child, he had worked as a security guard and short-order cook to put himself through the state college, from which he graduated with top honors. Soon after, he started his own advertising and market research firm in Kingston, and within the decade, he had built it into a company employing 50 people to service some of the Caribbean region's most prestigious accounts. His success brought with it a measure of fame: articles in the local media, invitations to the statehouse, even an honorary degree from The University of the West Indies. But in the late 1980s, Phillip's firm suffered the same fate as many other advertising shops, and he was forced to declare bankruptcy. Farecom considered it a coup when it landed him as director of marketing, since he had let it be known that he was offered at least two dozen other jobs. “Phillip is the future of this company,” Tom King had told Jonathon. “If he can’t help you, no one can. I look forward to hearing what a team with his kind of horsepower can come up with to steer us away from the mess we’re in.” Those words echoed in Jonathon’s mind as he sat, with increasing anxiety, through the team’s first and second meetings. Though Jonathon had planned an agenda for each meeting and tried to keep the discussions on track, Phillip always seemed to find a way to disrupt the process. Time and time again, he shot down other people’s ideas, or he simply didn’t pay attention. He also answered most questions put to him with maddening vagueness. "I'll have my assistant look into it when he gets a moment," Phillip replied when one team member asked him to list Farecom's five largest customers. “Some days you eat the bear, and other days the bear eats you," he joked another time, when asked why sales to fraternities had recently nose-dived. Phillip's negativism, however, was countered by occasional comments so insightful that they stopped the conversation cold or turned it around entirely - comments that demonstrated extraordinary knowledge about competitors or fibre glass technology or customers' buying patterns. The help wouldn't last, though; Phillip would quickly revert to his role as team renegade. Using the information from the case along with appropriate theories, how would judge the leadership qualities of Jonathon as it relates to motivating his team? a. Ensure to evaluate and apply, the most relatable approach(es) to motivation covered in unit 3 that Jonathon can deploy to address team problems in order to get the most out of the new team. 2. Use the information from the case along with appropriate theories that you have studied in this course and evaluate the three most important characteristics Jonathon’s team should have in order to facilitate team cohesiveness. 3. If you were in Jonathon’s position, what you would do to facilitate group development at this stage.