Leadership holds an almost mythical status as the key driver of team success, yet what unfolds when this revered role becomes the very source of dysfunction? The reality is complex: leadership challenges not only disrupt the harmony of the team but also erode trust, reduce engagement, and stall progress. Recognising these issues early is crucial for team members who wish to champion positive change from within, even if they don’t wield formal power. This exploration will shine a light on the subtle and not-so-subtle signs of problematic leadership, delve into common causes, and outline steps that non-leaders can take to steer their teams back on course. 

Problematic Leadership Indicators

Problematic leadership doesn’t always announce itself with grand gestures or sudden shifts. More often, it manifests in the quiet moments: in meetings where silence becomes a routine, or when an atmosphere of hesitant nods and empty agreements prevails. Imagine a meeting room where the leader’s words echo, but no one dares to contribute. It’s not just the air conditioning making the room cold; it’s the chilling effect of an environment where ideas are better left unsaid for fear of backlash. Silence, in this context, becomes a symphony of unspoken truths and unexpressed creativity, signalling that psychological safety is amiss.

Consider another familiar scene: team members huddled together, not in collaboration but in whispered complaints about their leader. These murmurs often mark the tipping point of collective discontent. When trust breaks, conversations move from collaborative planning to covert venting, poisoning the well of team cohesion. The unvoiced tension eventually takes a more visible shape: people arriving late to meetings, or worse, skipping them entirely. Attendance becomes a barometer of respect, or the lack thereof, for the leader’s efforts and direction.

Yet, the story doesn’t end there. A more subtle signal appears in the realm of non-commitment—verbal agreements given without the intention of following through. When team members nod in meetings yet fail to execute on their commitments, it reflects a fundamental disconnect between the leader’s vision and the team’s willingness to enact it.

Causes of Leadership Dysfunction

To truly address problematic leadership, we must look behind the curtain at the root causes that drive these behaviours. One common culprit is bias or favouritism. Picture a team where only a select few receive recognition or opportunities. It doesn’t take long for others to feel overlooked, breeding resentment that festers quietly but steadily erodes morale. When leaders play favourites, they undermine the unity that is vital for a team’s success.

Then, there are the leaders with sky-high expectations—those who push teams beyond what is achievable, mistaking relentless pressure for motivation. While striving for excellence is commendable, expecting perpetual overperformance is akin to asking a sprinter to run a marathon at their top speed. The result? Exhaustion replaces enthusiasm, and the desire to innovate succumbs to the simple need to survive.

Another archetype is the conversation monopoliser. In these cases, meetings transform from collaborative spaces into monologues. The message is clear: “I speak, you listen.” This dynamic not only stifles input but also signals that contributions aren’t valued, turning the team from active participants into passive attendees.

Leaders who believe they hold the monopoly on answers further exacerbate the problem. They transform what could be a collective think tank into a one-man show. While confidence in one’s expertise is important, the inability to acknowledge the value of others’ ideas leads to disengagement and missed opportunities for collaborative breakthroughs.

Finally, a crucial but often overlooked cause of leadership dysfunction is the lack of observational skills. Effective leaders read the room—not just the words spoken, but the body language, the glances exchanged, the hesitations in speech. Leaders who miss these cues risk sailing past the icebergs of team discontent, only to be blindsided when they collide.

A cycle of micromanagement often develops as leaders misread disengagement as laziness or incompetence. To regain control, they tighten the reins, overseeing every task down to the last detail. However, this tactic is self-defeating. The more leaders micromanage, the more disengaged the team becomes, setting off a feedback loop that further entrenches the dysfunction.

Steps for Team Members

Faced with a dysfunctional leader, it’s easy to feel powerless. However, even without formal authority, team members can play a pivotal role in shifting the tide. The first step is preparation, and that begins with examining your motives. Are you seeking change to better the team or merely to vent frustrations? If your aim is constructive, the next step is to embrace the discomfort of potential repercussions. Speaking truth to power can be daunting, but it’s a shared responsibility when you care about the team’s success.

Approach your leader with empathy. Leadership can be a lonely path, one paved with unseen pressures and high expectations. By positioning yourself as a supporter rather than a critic, you lay the foundation for a productive dialogue. Empathy acts as a bridge, allowing you to shift from a stance of judgment to one of understanding. Remember, even small acts of kindness can set the tone for big changes.

Building an environment conducive to feedback requires rapport and trust. Before addressing specific issues, engage in conversations that align with the leader’s goals. Understanding their vision and priorities not only helps you align your feedback but also shows that you’re invested in shared success. Tailor your approach to how the leader typically receives input—whether they prefer one-on-one chats or debriefs post-project. These subtle adjustments can open doors that blunt feedback might slam shut.

Learn what matters to the leader. Observe their core values through their actions or statements. If your feedback can align with these values, it’s no longer just an observation—it becomes a shared insight. For instance, if your leader prides themselves on innovation, suggest ways that your feedback could foster creativity.

Tips for Effective Feedback

When you’re ready to share your thoughts, timing is everything. Mid-crisis or in the rush of deadlines is not the moment to engage. Instead, approach your leader during a calm period, perhaps after a successful project when spirits are high. The language you use is equally important. Frame your observations with ‘I’ statements to avoid sounding accusatory. Saying, “I feel that the meeting format could be adjusted to allow for more input” focuses on improvement rather than blame.

It’s not enough to point out issues; offering solutions is vital. Presenting feedback without actionable suggestions can feel like critique without purpose. For example, if meetings often feel one-sided, propose structured moments for open-floor discussions or periodic check-ins for team input.

Tone and body language can also shape the feedback’s impact. Speak in a manner that’s open and inviting, using relaxed posture and gestures that signal partnership. Psychological safety is critical; if the leader feels attacked, even well-meaning feedback can backfire.

Reinforce your feedback by connecting it to what the leader values. If team spirit is a key principle, suggest adjustments that foster more inclusive discussions. This alignment shifts the conversation from critique to collaboration.

Supporting Feedback

Feedback from one individual can be compelling but reinforcing it with wider team practices can solidify its validity. One approach is to encourage regular group check-ins. Suggest to the leader that they incorporate simple questions into meetings to gauge team sentiment. This not only gives them broader insight but validates your feedback as part of a collective experience.

Advocating for anonymous surveys can also help. These tools provide a platform for candid expression without fear of repercussions, giving the leader a clear pulse on team morale. This transparency helps to elevate your feedback from isolated observation to part of a collective voice.

Interactive feedback exercises, where input is gathered in writing and shared during meetings, can blend real-time engagement with the safety of anonymity. Suggesting these methods enables the leader to cross-check feedback and build trust in the process.

Reviewing team norms regularly is another effective way to maintain alignment. When existing practices are revisited and updated to meet current team needs, it reinforces a culture of continuous improvement and adaptability.

Conclusion

Addressing problematic leadership is more than a matter of content; it’s an art that involves timing, trust, and empathy. Even without formal power, team members can spark change by preparing well, fostering openness, and communicating with care. By taking these steps, individuals can help create a healthier team dynamic, supporting not just the leader’s development but the success of everyone involved. Being willing to take that initial step can transform not only the immediate environment but also pave the way for a culture where feedback is a two-way street and growth is collective.