This reads as a criticism of team building (maybe that wasn't your intent, but it was my first reading.)
Strong teams need a balance of transformational leadership, servant leadership, some laissez-fair management and some micromanagement (etc, etc).
I.e. situational leadership.
In my experience, given how many ANDs you need, the most successful teams have a combination of leadership styles and roles from different people at different times. Balancing leadership and responsibilities across people also allows the personal cost of such activities (whether it's emotional labour, political backlash, etc) to be distributed as well.
This, I also believe, is why co-foundership appears so often in stories of successful companies. You always end up with "the leader that is good at X despite Y", and there is always someone who can come in to provide "Y without necessarily X" in a way that makes their joint leadership work in ways that individually they would fail.
Strong teams need a balance of transformational leadership, servant leadership, some laissez-fair management and some micromanagement (etc, etc).
I.e. situational leadership.
In my experience, given how many ANDs you need, the most successful teams have a combination of leadership styles and roles from different people at different times. Balancing leadership and responsibilities across people also allows the personal cost of such activities (whether it's emotional labour, political backlash, etc) to be distributed as well.
This, I also believe, is why co-foundership appears so often in stories of successful companies. You always end up with "the leader that is good at X despite Y", and there is always someone who can come in to provide "Y without necessarily X" in a way that makes their joint leadership work in ways that individually they would fail.