Those seen as the “fathers” of group dynamics include Jacob Levi Moreno (1889–1974), the inventor of psychodrama and sociometry (Moreno 2012), as well as the Austrian, Raoul Schindler (1923–2014), with his psycho-dynamic rank position model for groups (Schindler 1957). The ideas, experiments, and theories of Kurt Lewin (1890–1947), which he developed at MIT in his Research Center of Group Dynamics (Lewin 1945), are the most well-known in this field. Group dynamics now looks back on a tradition that has lasted more than 70 years. In the following article we will apply an innovative interdisciplinary approach, which is both theoretical and empirical, to bridge the gap between the ideas of shared leadership and a work team’s underlying group dynamics. ( 2009, p. 3) wrote: “Leadership is rotated to the person with the key knowledge, skills, and abilities for the particular issues facing the team at any given moment”. Shared leadership “originates with individual members of a team engaging in activities that influence the team and other team members in areas related to direction, motivation and support” (Carson et al. In contrast to distributed leadership (Barry 1991), shared leadership is a more informal and dynamic process. The concept of shared leadership is often propagated in this context (Carson et al. Conflicts may arise during these processes, potentially creating a negative dynamic, especially when there is a lack of conflict management competencies within the group members, poor process moderation, no support from competent leaders or (agile-)coaches, or when the group is embedded in fuzzy or insufficient organizational structures or processes (Janz et al.
Each individual needs to find and define their role by negotiating directly or non-directly with the other members (Schindler 1957). As a result of these ongoing underlying group development processes (Tuckman 1965 Wheelan 2009), group members have to constantly negotiate their positions within the informal structure of the group. scrum teams (Rising and Janoff 2000), such as circles in holacratic organizations (Robertson 2015), are based on an individual’s self-organization within often continually changing team constellations (Mathieu et al. Due to the recent development of new work and agile organizations a renaissance of teamwork and group dynamics can be observed in science and practice (Bachmann 2019a Königswieser et al.
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