Leadership and Performance in the Workplace Woody’s Veneer Factory is an industrial unit that provides high quality and environmental-friendly services within a 20,000-square meter area. Currently, Woody’s Veneer Factory has been experiencing counterproductive work behaviors by the managerial staff and its floor workers. The veneer factory production is at its lowest point because of the series of episodes such as embezzlement, increase in garbage fees as well as loss of production. Therefore, the factory superintendent, Max Barath has contacted my team of consultants to assist in the evaluation of leadership and management theories to improve the unconstructive work conditions. Through several weeks of assessment of group and team concepts within the factory, the implementation of distinctive leadership and management theories have been constructed to enhance the relationships between management and floor workers as well as diminish malevolent work behaviors.Woody’s Veneer Factory The factory superintendent, Max Barath of Woody’s Veneer Factory has contacted my team of consultants because of a sequence of malicious events such as acts of theft, increase in fees, loss of production as well as counterproductive work behaviors among management and floor workers. The floor manager, Dave Flores and quality control officer, Ken Howk have been in a physical altercation and the superintendent has disregarded the act of violence, which can be the result of the floor managers abrasive and condescending attitude toward floor workers. Moreover, these absolute behaviors have created a block of communication between employees as well as developed acts of spitefulness among floor employees toward the administrative staff. Group and Team Concepts In this facility there are a couple of different groups: the management personnel on the top floor and the production