A project team distributes responsibilities based on expertise, with different members stepping into feadership roles depending on the task at hand. The formal manager encourages this approach to improve collaboration and ownership. Based on team leadership models, how should this strategy be evaluated?

It reflects self$-$management and eliminates the reed for leadership.

It's riaky, as only one designated leader should guide the team.

R undernines authority and should be discouraged in structured team.

It represents emergent leadership, as roles arise informally.

It demonstrates shaved leadership, where multiole members contribute to leadership functions dipending on the shuation.