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Their interaction is sporadic at best and most of them have teamed up against Carly because her attitude doesn't befit her role as the project leader. People listen to the project leader only when he/she can command respect through exemplary behavior. This respect factor is missing since instead of shouldering responsibility for delays or at least sharing it with others; she is blaming one team member for all the problems.
I think Carly should not continue as the project leader because she lacks all the important attributes required to make a good leader such as impartiality, consideration, respect for others, communication skills and responsibility. It is also clear that she lacks any conflict-resolution skills and without these, her leadership can be best defined as 'spineless'. Carly has also failed to create a healthy team spirit. In short she hasn't performed her role as a facilitator and leader as well as she should have. "No matter your title - team leader, manager or facilitator- your goal is to help your team achieve results...Team expert Scott Simmerman of Performance Management Company suggests, "The leader is more of an inspirational person, the one who sets the stage and the vision, while the facilitator is more concerned with generating self-awareness within the team and coercing new ideas and contributions from all." (Cole)
Despite my conclusion that Carly is a poor leader, I feel firing her from her position in the team would only create trouble. It is best to...
Then I will proceed to conduct a team meeting where all members except Carly is invited so members can speak about conflicts in the team and about Carly's leadership in an unthreatening environment. The team members should collectively and unanimously elect a new leader. Since the team has stayed together for some time, we can say with some degree of certainty that they are well aware of each other's qualities and shortcomings. Carly will then be asked to allow someone else to take over as the leader. However Carly can continue to be an integral part of the team if she chooses to stay with the project. The team will also be required to conduct weekly meetings where they can discuss relevant problems and seek its solution.
References
Beth Cole When You're In Charge: Tips for Leading Teams January 22, 2005: http://www.teambuildinginc.com/article_kiwanis.htm
Rick Brenner Conflict: Manage It or Manage Our Response to It? http://www.chacocanyon.com/essays/conflict.shtml
Convey, Steven. (1994, Oct). Performance measurement incross-functional teams. CMA Magazine. v68n8, p. 13-15.
Alessandra, Tony Ph.D. & Hunsaker, Phil Ph.D. (1993) Communicating at Work. New York: Fireside Publishers.
http://pages.prodigy.net/slaurent/TeamConflictNat.doc
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