ABSTRACT
This chapter provides a summary regarding the nature of leadership, followership, and the creative workplace. It begins with a discussion of the core functions of leadership. Leadership and the management matrix should, of course, have a therapeutic and staff-development side to it, but in the context of the overall task and institutional processes. Authority is a product of organisation and structure, be it external as in the organisation's sanction or internal as in the inner world of the leader or leaders' experience. In many organisations thinking about institutional dynamics and their management is delegated to the human resources or personnel function. The group relations model of looking at organisational functioning would assume that any individual's behaviour in an organisational setting is likely to be acting out an unconscious group or organisational process part or role. The main institutional "ballast" that keeps the organisation, both membership and leadership, steady must of necessity is the awareness of the task of the organisation.
