Many people in this comment thread are assuming that a team lead has more experience, or he is more talented then the devs. I am sorry folks, but this is not h

Many people in this comment thread are assuming that a team lead has more experience, or he is more talented then the devs. I am sorry folks, but this is not how it works. In many companies the earlier you arrive, the better chance you have to become the team lead. Also nepotism is absolutely widespread in the IT industry. People just simply assign tasks to people who they TRUST. And no-one can tell me that trust can be quantified, because it cannot be. Having said that I am not arguing that these things would be inherently wrong, it all depends how the team lead handles it's responsibility. If he has talent, he will make the team collaborate and get everyone involved. If he is just a random guy assigned to a team for whatever reason and he is an anti-talent then he will try to micromanage the shit out of everything and everyone and will simply induce stress, burn-out and discontent. Also it's a completely different point, but many people are assuming a "chain of command", "subordination" and mindless self-abasement. But the thing is that the dev only has to do as much as commanded by his contract/by the law. If the contract is unclear, then well, the onus is on the employer to make a better contract. So there are many unknowns in this story. But in any case, implying or expecting something without communicating it towards the dev is just simply unethical, unprofessional and lame. Some other commenters also pointed out that if roles and responsibilities are not clearly defined, then that's gonna cause problems. I fully agree with this. And it's happening more often that not that companies hire people using a generic form which basically outlines the companies rights in detail but it doesn't say a single word about the employee's supervisors, expected skills and tasks or his responsibilities. And as I argued in another comment below, transparency solves many of the problems which are raising from the failures I mentioned here. It just happens to be more popular to be exclusive, restrictive, restraining and secretive in management circles which is the exact opposite of being professional in my book.