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Dominance of the Team Leader

Even when one observes the pattern of the guiding processes in teams, the formal roles in teams play a significant role, just as they do in other theories too. With regard to the guiding process team reflection and the role of the formal team leader, there is one criterion which is of high significance:
Reflection always potentially questions what already exists. Therefore, the more dominant the team leader is and the more he is identified with the status quo, the more unlikely it is that there will be a successful reflection in the team. Why? Just the reflection, independent of the content, will be seen by him as a threat or an insult, so that a free expression of opinions by the team members are categorised as dangerous – which it also often is. Because of this, the leader will no longer receive open, honest answers to questions such as “What is not working so well around here?”, but rather, he receives the desired feedback.

One important key result with such a constellation is that such team leaders then like engaging consultants who are supposed to work with the team. Should the consultant now offer room for feedback (dialogue workshops etc.), then the shot threatens to backfire towards the team members. Therefore, it is essential that the consultant always checks during the contract clarification, whether the team leader is able to handle feedback. If not, then the consultant must not work with the team, but rather, initially, only with the team leader himself.