b'ARTICLEwell, creative conflict (storming).Leadership is a shared Well managed challenge, conflict and support will enhance performance,responsibility, not just a formal allowing the team to develop capacitiesrole. We are all role models. for increasingly difficult and complex challenges.What do you want to model?What can go wrong with a team? Lencioni (2002) identifies FiveLeadership is a shared responsibility, not dysfunctions of a team as: just a formal role. We are all role models. Absence of trust What do you want to model? Ask How do Fear of conflict you want people to experience you? and How do you want people to experienceLack of commitment themselves in your presence?. YourAvoidance of accountability answers will guide your actions and behaviours.Inattention to results (N.B. I wouldSharing leadership means delegating frame results in terms of process, notand empowering others, developing outcome). through coaching, and mentoring, Many of these dysfunctions can bestepping up and stepping away when avoided through attention to creation,necessary. In a multi-disciplinary, development and meaningful leadership. diverse team with complex demands, Leading the team one individual cannot (and should not) Team leadership balances concern forexpect to have complete understanding performance with concern for peopleor control.(figure 3). Task leadership challengesConclusionprocess, drives performance, setsTeams are fundamental to being human expectations, holds accountability,and allowing individuals to come maintains standards and demandstogether and achieve what they cannot continuous improvement. Relational,as individuals. In many cases, creation compassionate leadership supportsand development of a team will be people, upholds values, facilitatesinformal and emergent. Nevertheless, creative tension, mediates, resolvesconsideration of some of the ideas conflicts, manages workload (to avoidtouched on here might make for a burnout or boredom), maintains curiositybetter, happier, more sustainable, and and focusses on what matters. productive team.BibliographyBlake R., Mouton J. The Managerial Grid. Houston: Gulf Publishing; 1978Edmondson, A. (1999) Psychological safety and learning behavior in work teams, Administrative Science Quarterly, 44, pp. 350383.Elwood, C. (2022) Leadership in Veterinary Medicine Wiley-Blackwell, LondonLencioni, P. (2002) The five dysfunctions of a team : a leadership fable. 1st ed. San Francisco: Jossey-Bass.Rock, B. Y. D. (2009) Managing with the Brain in Mind, Strategy + Business, (56), pp. 112.Tuckman, B. W. (1965) Developmental sequence in small groups, Psychological Bulletin, 63(6), pp. 384399. doi: 10.1037/h0022100.* behaviours, attitudes, knowledge, experiences and skills38www.inspiredvet.co.uk'