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It shapes the emotional tone, behavioural norms, and level of trust within a team. Over time, people tend to take their cues from the team leader: what gets noticed, what gets rewarded, what is safe to say, and what is better left unspoken. As Schein (2010) argued, leaders are among the primary creators and carriers of culture. In practical terms, the team leader has enormous influence over whether a team becomes defensive, fragmented and cautious, or calm, connected and resilient. This matters even more in volatile periods. In 2026, the World Economic Forum described uncertainty as the defining theme of the global risk outlook, with geopolitical and geoeconomic tensions among the most significant short-term risks (World Economic Forum, 2026). Reuters reporting in March 2026 likewise noted that current conflict and geopolitical instability are fuelling fresh concerns about energy prices, markets, and wider business confidence. In times like these, teams do not just need strategy. They need a culture that helps them stay steady under pressure. That is where strong **team leadership** becomes a psychological buffer. Research on psychological safety shows that teams perform better when people feel safe to speak up, ask questions, admit uncertainty, and raise concerns without fear of embarrassment or blame (Edmondson, 1999). Leader behaviour is central to this. Edmondson found that supportive, non-punitive leadership makes team members more willing to engage in the interpersonal risks involved in learning and adapting. Nembhard and Edmondson (2006) likewise showed that leader inclusiveness increases psychological safety and improvement efforts. A strong team culture, then, is not just about morale. It is a protective resource. When the team leader creates clarity, openness and respectful challenge, the team is better able to absorb shocks without tipping into silence or panic. People stay connected to one another, think more clearly, and adapt faster. For anyone serious about **team leadership**, the implication is clear: culture is not separate from leadership. It is one of its most important outcomes. And in uncertain times, that culture may be the difference between a team that fragments under pressure and one that holds together.   [![Centre For Teams - Large CTA (4)](https://no-cache.hubspot.com/cta/default/7628916/interactive-161174640054.png)](https://www.centreforteams.com/hs/cta/wi/redirect?encryptedPayload=AVxigLL9yTgR0LPLs3%2BwYyFT%2FAVds0AaXVzI5Rfq937hSa%2BAtaCAqwd1Y7AgwZDhGwg0IWcxACGxrIpj7ezmleNekjJrhGxNqIz6nO6H%2BAKxA0ZBvgQ88HPM%2FPsmwjFzGVeRXZ%2BiWLibo293KPQaVVwAlMzdHk73igwXN%2Fxx80P4QcJAUu9%2BtXbyXfm%2BVrvBtCEQdFyeNvEoCTdsIe%2BX66GujIFGzg%3D%3D&webInteractiveContentId=161174640054&portalId=7628916)   **References (APA style)** Edmondson, A. C. (1999). Psychological safety and learning behavior in work teams. *Administrative Science Quarterly, 44*(4), 350–383. Nembhard, I. M., & Edmondson, A. C. (2006). Making it safe: The effects of leader inclusiveness and professional status on psychological safety and improvement efforts in health care teams. *Journal of Organizational Behavior, 27*(7), 941–966. Reuters. (2026, March 19). *Citi's surprise index shows longest upside run since financial crisis as war fuels concerns*. Schein, E. H. (2010). *Organizational culture and leadership* (4th ed.). Jossey-Bass. World Economic Forum. (2026). *Global Risks Report 2026*. Share this [Share on Twitter](https://twitter.com/share?url=https://www.centreforteams.com/blog/a-leaders-long-shadow&text=A%20Leader's%20Long%20Shadow...) [Share on Facebook](https://www.facebook.com/sharer/sharer.php?u=https://www.centreforteams.com/blog/a-leaders-long-shadow&t=A%20Leader's%20Long%20Shadow...) [Share on LinkedIn](https://www.linkedin.com/shareArticle?mini=true&url=https://www.centreforteams.com/blog/a-leaders-long-shadow&t=A%20Leader's%20Long%20Shadow...) Previous story [← Reconnecting with the Meaning of Work](https://www.centreforteams.com/blog/reconnecting-with-the-meaning-of-work) Next story [The Human Need to Belong: Why Teams Matter for Meaning and Wellbeing →](https://www.centreforteams.com/blog/the-human-need-to-belong-why-teams-matter-for-meaning-and-wellbeing) ## You May Also Like These Related Stories [Developing Leadership Capability: Why Leadership Skills Matter As Much As A Leadership 'Mindset'](https://www.centreforteams.com/blog/developing-leadership-capability) ![Leadership concept showing illuminated figure standing out from crowd, representing developing leadership capability through mindset transformation and authentic leadership identity.](https://www.centreforteams.com/hubfs/Developing-Leadership-Capability-Why-Leadership-Skills-Matter-As-Much-As-A-Leadership-Mindset.png) [Leadership Team Development](https://www.centreforteams.com/blog/tag/leadership-team-development) ### Developing Leadership Capability: Why Leadership Skills Matter As Much As A Leadership 'Mindset' Aug 21, 2025 2 min read [Developing Leadership: Why Organisations Need More Than Individual Leaders](https://www.centreforteams.com/blog/developing-leadership-) ![Professional women attending leadership development training focused on systems-based team leadership approach.](https://www.centreforteams.com/hubfs/Developing-Leadership-Why-Modern-Organisations-Need-More-Than-Individual-Leaders.png) [Leadership Team Development](https://www.centreforteams.com/blog/tag/leadership-team-development) ### Developing Leadership: Why Organisations Need More Than Individual Leaders Sep 4, 2025 3 min read [Sweating Your Leaders As A Source Of Competitive Advantage](https://www.centreforteams.com/blog/leadership-development-and-capability-building) ![Wooden figure of a person using a telescope, standing on an upward-pointing arrow among several rising arrows, representing leadership development and capability building as a means of driving strategic direction and competitive advantage.](https://www.centreforteams.com/hubfs/Sweating-Your-Leaders-As-A-Source-Of-Competitive-Advantage.png) [Leadership Team Development](https://www.centreforteams.com/blog/tag/leadership-team-development) ### Sweating Your Leaders As A Source Of Competitive Advantage Aug 7, 2025 2 min read ### Get Email Notifications ### No Comments Yet Let us know what you think ** Phone:** [+44 20 4538 9923](tel:+020%204538%209923) ** Email:** [info@centreforteams.com](mailto:info@centreforteams.com?subject=Enquiry%20from%20Centre%20for%20Teams%20website) 1 Park Road, Hampton Wick, KT1 4AS, United Kingdom VAT Number: 843986478 Company Number: 5161533 [Join us on Slack](https://www.linkedin.com/company/the-centre-for-teams-limited/) Our Solutions - [Leadership Coaching](https://www.centreforteams.com/leadership-coaching) - [Strengthening Leadership Capability](https://www.centreforteams.com/strengthening-leadership-capability) - [Leadership Circles and Supervision](https://www.centreforteams.com/leadership-circles-and-supervision) - [Team Development](https://www.centreforteams.com/team-development) Our Solutions - [Team Leadership](https://www.centreforteams.com/team-leadership) - [Team Learning Summits](https://www.centreforteams.com/team-learning-summits) - [Partnering & Joint Ventures](https://www.centreforteams.com/partnering-joint-ventures) - [Cultural Change](https://www.centreforteams.com/cultural-change) Resources - [Blog](https://www.centreforteams.com/blog) - [Case Studies](https://www.centreforteams.com/blog/tag/case-studies) - [Podcast](https://www.centreforteams.com/podcast) - [Free Guide](https://www.centreforteams.com/download-creating-adaptable-team) - [Book a Meeting](https://www.centreforteams.com/book-a-meeting) - [FAQ](https://www.centreforteams.com/frequently-asked-questions) - [Teamship in a VUCA Environment](https://www.centreforteams.com/teamship-in-a-vuca-environment) Copyright © 2026 The Centre for Teams Ltd. 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