Combining Leadership Theory with a Psychodynamic Perspective to Explain the Functioning of a Management Team

Abstract

This article illustrates how the processes and dynamics in a management team at a South African organization reflect the leadership and personality profiles of the members of the team. Participants were the 12-member management team (including the general manager). The profiles were compiled on the basis of quantitative measuring instruments, while the functioning of the team was observed during a group consultation session. Approximately half of the team (including the general manager) demonstrated behaviors associated with transformational and active transactional leadership styles, while the rest of the team also demonstrated behaviors associated with more passive styles of leadership. The interplay between these profiles and the group dynamics contributed to a defense strategy that included control and dependency as well as the formation of a closed system.