Abstract
In this paper, the author develops a personal interpretation of some in-depth issues encountered while participating in a three-year programme in group analysis, focusing on the interface between group analysis and leadership training. Among the issues delineated are member-leader conflicts, role-suction, the creation of covert roles (deep roles), parricide, and parental fantasies relevant to leadership in action. The paper ends with a description of the author’s surging self-conflict during the last year of the training programme, maintaining that his participation in the programme led to strategic decisions that led to significant on-the-job changes.
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