The purpose of this paper is to critically examine the “Relational Approach”, which is a leadership study that relies on the position and idea of Social Constructionism proposed by K. J. Gergen, and to point out theoretical problems it inherits. The theoretical challenges of the Relational Approach were discussed as a way to overcome the methodological limitations of the reductionistic view pointed out in traditional leader-centric approaches. Yet, the Relational Approach has a theoretical challenge in that it lacks a discussion on research methodology to capture social processes. To solve this theoretical problem, the author focused on Organizational Discourse Studies, which shares the same theoretical premise of Social Constructionism Studies, and explored its potential as a methodology.

In corporate organizations, teamwork enhances team performance (for example, performance, and worthwhile). However, while in designer organizations, team performance is enhanced by the exercise of individual expertise, team performance is sometimes hindered due to the lack of teamwork. Therefore, the purpose of this study is to examine a series of relationships wherein leading factors of teamwork affect team performance, and to clarify various factors that affect team performance in designer organizations. A questionnaire survey was conducted with 350 designers, and covariance structure analysis was performed. Furthermore, the results were compared to those of administrative organizations. In conclusion, the relationship between the factors affecting the team performance of the designer organization is shown by the team performance model, and it is suggested that team performance might be improved by leadership and followership training.