Teams led by a manager present a unique influence on the anchoring phenomenon in both positive and negative ways. While generally a detrimental situation for effective teamwork, anchoring, as evident in the eBay situation, also has some benefits. The composition of the eBay team demonstrated how a leader can influence the team towards quick and effective decision making, while creating a positive climate. team environment. Most decisions made by the team were made when Tim introduced the concern to the group along with an opinion, anchoring the team. Then he would ask an individual team member for an opinion or suggestion. Consistently in every situation observed, the team members' suggestion was in direct harmony with Tim's and was accepted immediately. One decision the team made was how long it would take to achieve a specific goal. Instead of directly asking the team the question, he manipulated it by wording it strategically. He asked, “How long do you think it will take, two weeks?” By suggesting a specific time frame, Tim is able to anchor the entire team and still allow individual contribution, thus creating crucial team ownership and accountability for collective decisions. It is able to create the appearance of a team decision while maintaining some level of control over the group's decision. The phenomenon of anchoring in manager-led groups, however, does not exist without negative consequences. Although the leader is able to essentially control the group's decisions by anchoring opinions to his or her own, it diminishes the fundamental benefit of teamwork itself. The two-week suggestion in the previous eBay example may have influenced team members to hold back their real ideas and opinions for two possible reasons. First and foremost, Tim is the manager of each team member responsible for career progression, bonuses, and salary. Team members are reluctant to express opinions contrary to those of leaders when there is no open and comfortable environment for disagreement. Second, there is a greater opportunity for social loafing focused on decision making. As long as the team manager is willing to formulate initial opinions on which most decisions are made, individual team members will be less and less likely to invest time and effort in developing unique ideas that may be contradictory. Comparable to the normative influence of group dynamics, there may be some fear of exclusion from the group as individual members express conflicting opinions towards the team and more specifically the team leader.