How can you tell that a team is too dependent on its manager?

Problems, decisions and feedback regularly stop with the manager, and when the manager is absent the speed or quality of work declines.

When should a manager still intervene in a self-regulating team?

When fundamental values or rules are at risk, the team cannot resolve the problem through its own mechanisms, or it needs a decision outside its authority.

A team dependent on its manager is not autonomous. Performance starts to improve only when people hold one another accountable

7 hours ago.

If a manager has to remind people of every deadline, resolve every lapse and decide most disputed situations, the team learns to push responsibility upward. A more autonomous model is built on shared standards, mutual feedback and the ability for leadership in a specific situation to be taken by the person with the best knowledge. The manager must deliberately limit their own interventions.

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