Do all teams need a leader?

When I was in university, no one wanted to be the group leader.

Why not?

Group leaders have to carry the team. They are (involuntarily) expected with scheduling meetings, coordinating with teaching staff, most likely —- picking up free riders’ slacks.

I have been both a leader, and a free rider.

As a free rider, I see the temptation to just rely on one person to make all the decisions and get things done. And at the same time, I understand how easy it is to feel useless or left out, when one person makes all the decisions and get things done on behalf of everyone. In both cases I can easily find myself slacking off, limiting my own growth and contributing diverse perspectives to the team — which is the OPPOSITE of what group work tries to achieve in the first place.

So when I take on a leader’s role, rather than being a source of stress and micromanagement, I take it an opportunity to empower my team. I encourage each member to define the leader they want to work with and, more importantly, the leader they want to be.

In many of the teams I lead, most of the time, we don’t even sense the presence of one true leader.

My leadership strategies:

Set ground rules: As a team, come up with a set of guidelines or principles to ensure smooth collaboration, communication, and resolution. These rules will create a shared understanding of expectations, boundaries, and norms for working together effectively.

Some of my favorite ground rules are: “Yes, AND” mindset, “笑顔で始まり笑顔で終わる (start and finish with a smile)”, “When in doubt, ask”.
Align team expectations: Some people want to do what is told, some people want to excel and go beyond. Either is okay, but make sure all members have a shared understanding or the team’s goals, roles, responsibilities, and desired outcomes. So before you start a project or task, sit down with everyone to discuss and clarify expectations to make sure everyone is on the same page.
Distribute leadership: Different team member can take the lead on specific tasks or aspects of the project, leveraging skills and expertise. Encourage each person to have ownership over their strong points, or even, to challenge themselves to a new role. This approach encourages collaboration and ensures that everyone’s potentials are utilized.
Candid updates: Sometimes we miss deadlines and overestimate our velocity. But it is alright. Have genuine, straightforward sharings on progress, challenges and concerns related to the tasks or projects. Early and open communication encourages transparency and foster trust within the team.

While I agree that a good leader can set a team for success, I do think there is a tendency to over-credit the one person if the team achieves, and over-punish that same person if the team underperforms. But if the group can work out their expectations and give consensus, they can find themselves not relying on one sole person to move the team or project forward.