.....interpersonal skills in the workplace cannot be underestimated, as organizational performance depends on the ability of employees to communicate, solve problems, and make ethical decisions. Employers value interpersonal skills as much as technical skills, and like technical skills, interpersonal skills can be taught and learned in formal and systematic ways (Reece & Reece, 2016). However, interpersonal relations in the workplace often proceed informally. People form alliances and allegiances based on structural factors like formal team membership, or informal alliances based on factors as diverse as gender and ethnicity or personality orientation.Individuals define themselves in terms of group membership (Ellemers, et al., 2003, p. 11). When individuals feel they are "under surveillance from in-group members," they may not be fully honest in group communications or feel threatened, silenced, or cut off from the group in ways that can impede performance (Ellemers, et al., 2003, p. 11). Therefore, leaders need to be cognizant of group dynamics and aware of the ways that power is expressed in groups. This case study will illustrate how individuals formulate their identities in the group environment based on both formal and informal arrangements. Formal arrangements in the workplace have been shown to be insufficient because they "do not enable workers to deal...
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