This article has been reviewed according to Science X's editorial process and policies. Editors have highlighted the following attributes while ensuring the content's credibility: Becoming a team leader doesn't just mean taking on more responsibility. It means learning to navigate competing expectations.
New leaders are expected to be available whenever teammates or clients need them while still finding uninterrupted time for complex work. They need to project confidence while continuing to learn. And they're expected to take ownership of their work while recognizing that someone else has the final say.
According to new research from Texas A&M University, no one of those expectations is overwhelming on its own. The challenge comes from trying to meet all of them at the same time. Emily Blum, assistant professor of accounting at Mays Business School, along with collaborator Kris Hoang of the University of Alabama, interviewed 45 audit senior associates at large U.S. accounting firms to better understand how they experience a role that requires them to both perform their own work and lead others.
Their findings, published in The Accounting Review, suggest these competing demands are a key part of developing as a leader and that organizations play an important role in helping new leaders navigate them. "These young professionals are really juggling a heavy load," Blum said. "And no one expectation on its own seems like too much.
They're asked to perform complex analyses, supervise and coach junior staff members and to liaise with the executive team, with the client, with the support team. And the challenge really comes from the contradictions between expectations." One of the tensions Blum identified is balancing immediate demands with work that requires sustained concentration. New leaders can feel pressure to respond instantly to clients and teammates while also carving out time for the deep, focused thinking their own responsibilities require.
They're also expected to look like they have the answers while continuing to develop their skills, and to exercise independent judgment while deferring to the authority of more senior leaders. Those competing expectations can make the experience feel overwhelming. Blum recalled one professional describing it as feeling like they were trying to "get out from underwater" while people were "still throwing water on top of them." But Blum said tensions aren't something new leaders can simply resolve by deciding which responsibility matters most.
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