# Managing Groups and Teams/Dictatorship vs Leadership 

The glory of a leader can be plagued and overshadowed by many concerns
that can affect the team's success. A leader must wear many hats and be
able to lead and encourage a team to perform. It is necessary for a
leader to become an engaged member of the team, but be able to lead at
the same time. It is inevitable that different personalities,
industries, and goals will force any leader to adapt and mold to fit the
current environment. What is the best way to successfully encourage and
lead a team? This is the million dollar question. Although each
situation will present various opportunities and needs that a leader
must meet, there will be some leadership styles that will impede the
group each time.

What is the appropriate balance between being a dictator and being weak
or a push over? A leader must be able to relate to the team and earn
their respect and loyalty to the goal. This cannot be accomplished by
being a dictator and micro managing the team and the members. A leader
must manage and master the core competencies as illustrated in *When
Teams Work Best* by LaFasto and Larson to be effective and respected.
When a leader is a dictator it violates the concept of the leader being
a part of the team. However, when a leader is not active or an integral
link in the process then an unqualified leader evolves from the team
pool, which creates dysfunction and chaos.

At one extreme of the leadership spectrum is dictatorship. When a leader
is a dictator they feel better because they have control and power.
Leaders that have a high desire for control will have a significant
impact on the team. Team members can identify when a dictator emerges
and at that point it is very difficult for the leader to break out of
this defined mold. As a result, the members shut down because they feel
their contribution and ideas are not valued. This hampers the team's
identity, confidence, openness, and supportiveness. The ideas and
actions now become that of the leader rather than a unique collection of
the team.

Conversely, the other end of the leadership spectrum involves being a
push over or what can be interpreted as being disinterested or
possessing little passion. When a designated leader expresses little
desire or interest in the team goal then it is quite natural for an
informal leader to emerge from the team. Consequently, the road toward
the vision and goal becomes blocked with obstacles and the goal is more
distant and foggy. Moreover, the members feel abandoned when the leader
does not demonstrate a concern or responsibility in the decision. This
forces the members to guess the leader's perspective and ultimately they
begin to question their ability to lead, which devalues their trust and
confidence in their leader. The ideas and actions of the group become
less creative and effective because the members don't feel important.

Therefore, a leader must discover the appropriate balance and walk the
fine line. An effective leader needs to provide direction and share
their ideas while building the member's confidence. It is much easier
for a leader to argue and fight for their point of view when they
haven't transformed into a dictator. A leader should manage their
control and exhibit their care and passion by sharing the control with
the team. When the control and power is balanced and shared between the
leader and the team issues such as what gets discussed and possible
solutions and actions now become a collective effort. Resultantly, this
type of relationship and arrangement leads to a high level of trust and
satisfaction. And it is common knowledge that these are fundamental
elements for a productive and happy team and group.

