Team leaders do not expect to be wiser, more creative or more strategic than colleagues, so they are more humble than solo leaders.
They value differences between people and seek out different perspectives. They are more concerned with outcomes than with interfering with the specifics. They delineate the boundaries of their role according to their Team Role strengths and delegate other work to colleagues. These objectives are the domain of the leader, rather than being reached by consensus. The solo leader issues edicts and makes it clear what is expected of others. Instead, they surround themselves with admirers and sycophants who will reinforce their viewpoints. Solo leaders are not interested in honest feedback. They try to mould people to particular standards, rather than showing an appreciation for diverse perspectives and contributions. This is likely to be objectionable to those who are charged with the day-to-day running of the business.
In his book, Team Roles at Work, Meredith Belbin describes the difference between solo an team leaders. “Leadership in a team setting is much less about command and control, and more about getting the most out of a diverse and experienced group of individuals.” - EY, 2013 Moving beyond ‘command and control’: solo vs team leadership
