So there are some things about any style of leadership that influence how the team governs itself. It was helpful to have the pro describe the admirable styles of their supervisors. But there was an addendum that proved useful.

Least Favorite Characteristics
Although these were glowing commentaries on the contrasting styles, after some additional (unprompted) reflection there were observations about the downside of working with these two people. The most discussion was spent on three issues. First, there is so much focus on the project that there was total oblivion to the fires that were starting; there is no sense of direction for the department; and finally, because of the first two issues, there is poor communication.

No doubt the supervisor wants the team to stay focused on the projects rather than getting involved in political infighting. While that may be a great way to lead by example, it is frustrating when lack of focus on the overall goal of any of the projects, the reason for doing them, how they fit together for the final product, can cause irritation in any type of department. The more some of the conditions were described; it was interesting to ponder whether the supervisor is actually oblivious to the landmines being created or whether the total focus on the project (or emergency) at hand was actually a form of avoidance. In either case, this person spends a lot of time putting out fires and they're good at it.

Affecting Cost of the Project and Delivery Time
When you spend a lot of time putting out fires and dealing with conflicts, cost of delivery will increase. The bottom line is those additional costs need to be allocated in some way.

One way of handling them is to pass them on to the client. After a certain amount of time, though, the client will get tired of paying the extra dollars for a project that didn't deliver on time or else did deliver on time but with bugs.

The alternative to passing the cost overruns on to the client is to eat them. This is also an undesirable alternative. There are few ways to spread unnecessary costs and still stay on top. Adding to the formula is the resentment the team will develop in spending so much time in reactive and repair mode instead of being constructive and proactive. They will not want to have to double up on the time they need to work in order to compensate for reduced staff when that is considered as a means of cost containment.

For the sake of keeping costs under control, it's important that you as not only the manager but also the leader provide guidance for your team with regard to direction and vision of the goal. They take their cue from you and the assuredness with which you move them toward delivery of good product of which they can be proud. They will be motivated. And with quality product delivered on time, the client is happy. Lead by example but also communicate what the goals are.