The development team is basically made up of three devs and the team leader. This setup is in place for about six months.
We are working using the SCRUM methodology. The main issue is that the team leader is developing way less than he should. The manager expects that a TL to code at least 50% of the time, but he is delivering as if he worked less than 20%.
Since SCRUM is about delivering as a team, we are helping the TL with his stories/tasks, but he seems to lack fundamental programming knowledge to be able to fully understand what he is doing. This means that, despite our help, it often happens that his stories are not done at the end of the sprint. Also, he keeps forgetting our explanations and comes often comes with the same questions after a couple of weeks.
I have also sent him links to online resources to "catch up", but he does not seem to ever have the time for those courses.
Many stakeholders that are integrating with our application are bypassing the TL and discussing directly with other team members, as the TL is not good at clarifying the demands either.
This situation led to significant frustration among the team members, as they perceive the situation as "unfair" and "unproductive".
The internal clients are quite unhappy that it takes more than expected to deliver some features, but there was no clear complaint about it. However, they are trying to force unrealistic deadlines (in the current setup, but that would be realistic in a setup where the TL would be able to code).
What has been tried/considered as actions
already tried by another team member a while ago - another team member has previously worked with the same person for another project and noticed the same issues. He actually emailed their manager about the situation, the manager acknowledged but did nothing to change anything. However, now we have a different manager
current approach - we are focusing on doing our jobs and making sure that all activities are properly logged in JIRA. This is partially working in that it is clearly visible who does most of the work in a sprint, but the frustration is still there, especially for the younger team members. Also, we are leaving only the simplest and less riskier stories to be handled by the TL.
talk to the manager - I have tried this in a similar situation (previous company, a low performer team member), but it led to no results. I am kind of reluctant to try this approach again
We also have retros, but I think such a topic cannot be discussed during these meetings.
Personally, I am not that affected by the current situation, but other team members are.
Is there anything else I should try or just stick to the current approach until someone with enough power notices and does something?