In the following chapter, I present the results of an ethnographic study on field-theoretical leadership within a bakery. The study involved sampling five critical incidents and analyzing them using a pre-defined scheme, with the data being interpreted through a field-theoretical lens. Initially, each ethnographic incident is examined independently from a field-theoretical perspective, leading to qualitative equations regarding how leadership manifested. In the second part of the chapter, longitudinal trends from the ethnographic reports are explored. Analysis and interpretation of these reports revealed several key findings. First, a dynamic internal leadership pattern emerged among the employees as they autonomously resolved issues. Leadership, in this context, was not tied to formal authority but rather emerged collectively among employees as a specific type of action. For instance, leadership involved uniting various needs and demands into a shared circumvention strategy that accounted for the employees’ demands, customer expectations, and management directives. Interestingly, management remained unaware of this dynamic, internally developed leadership approach and instead imposed their own blunt circumvention strategies onto the psychological and sociological reality of the employees. Despite resistance from the staff, management’s leadership style persisted. As a result, employees coped by assigning meaning to this destructive leadership pattern, enabling them to express their emotions and needs, which provided them with at least some psychological relief.