Transformational Processes in Organization: Psychoanalytic Aspects of Leader influence

The purpose of the work is to study the behavior of the leader and his followers during the period of transformational changes and understand what psychoanalytic aspects allow the leader to achieve goals, to be effective. The author in this paper puts forward the following hypotheses: Hypothesis 1: the ability of a leader to cope with his omnipotence and helplessness, relying on relative potency, to recognize his dependence and vulnerability on followers, affects the effectiveness of transformational processes in the organization. Hypothesis 2: the success of a leader depends on his ability to recognize the mutual dependence and vulnerability of both followers and top managers in the parent organization. The author set out to study the theoretical material-psychoanalytic theories and concepts that allow us to understand what is happening in the organization during the transformation processes, what influences the leader and his team, and also, using psychoanalytic theories, to analyze a real case on the example of one of the small state companies implementing transformations. Based on the results of the work done, the following conclusions were made. The main psychoanalytic aspects that allowed the leader to successfully influence the transformation processes are as follows: healthy narcissism, the ability to humble their omnipotence and a sense of helplessness, the recognition of their interdependence and vulnerability from the team, followers. These qualities allowed the leader to stay in reality, not regress with the group, contain the emotions of the group. The leader was able to properly organize the work in the organization, focusing on building a rational organizational structure that corresponds to the new organizational task. He immediately realized his interdependence and vulnerability from followers, from old team members, paid great attention to building work with team members, professionally managing their emotions, constantly returning them to the priority task. At the same time, the leader in the case failed to tame his omnipotence when interacting with colleagues (the top team) from the parent company, underestimating that he is dependent and vulnerable to them, as well as failing to let them understand his dependence on himself. As a result, despite his success, he had to leave the company instead of getting a promotion. Thus, in the course of the empirical study, both hypotheses put forward by the author at the beginning of the study were confirmed.