This chapter presents the results of twelve distinct autoethnographies based on the first author’s experience working in three enterprises that involved teaching tennis classes. The analysis proceeds in two stages. First, each autoethnography is individually analyzed to explain and interpret its field-theoretical implications. This analysis leads to the formulation of specific field-theoretical equations that guide context-sensitive leader-follower interactions. Second, longitudinal trends across the autoethnographies are presented and discussed, leading to the identification of certain leadership patterns over time. Four major longitudinal patterns emerge from the empirical data. The earliest autoethnographies reveal a pattern in which the follower internalizes circumvention strategies rather passively, as suggested by the leader, or experiences severe misunderstandings with the leader due to differing psychological and sociological perspectives. The second trend shows a shift, where the leader and the follower negotiate specific circumvention strategies to overcome barriers, though the leader remains the dominant figure in these negotiations. This dynamic evolves further in the third pattern, where the follower openly requests the renegotiation of circumvention strategies, leading to resistance when the leader does not permit co-construction. The fourth pattern highlights a phase where leaders and followers have already negotiated circumvention strategies and take these negotiations for granted. Conflicts arise when these dialogical negotiations fail to materialize as expected. Lastly, the data reveals emerging evidence of a new pattern, where both the leader and the follower become aware that their circumvention strategies must be renegotiated over time, allowing for the construction of strategies in a more open, collaborative manner.