Salix Software Solutions is a software reseller with a team of 25 sales specialists with challenging sales goals. Salixs leadership is results driven and performance evaluations focus on sales numbers. This has led to an extremely competitive culture, and as a result, Salix is experiencing increased workplace conflict between specialists. The lack of collaboration between colleagues has also decreased innovation and the company is losing its competitive advantage in the market. Based on the competing values framework, what type of culture does Salix have? What does leadership need to do in order to remedy the issues described?