Member Y consistently failed to meet deadlines and deliver work that met standards for an analytical research project. Despite multiple chances and flexibility given to Y, their performance did not improve. At a meeting with the manager after two months, it was agreed that Y was not a good fit for the job due to delaying the project. Using legitimate and coercive power, Y was fired from the project according to the terms of the contract, though this further delayed completion of the project for the two-person team. A leader must balance empathy with emotional intelligence to understand if team member issues will impact tasks and make timely decisions in the best interest of the project.