ABSTRACT
The dynamics between parts of organizations are largely ignored in business literature, which places too much focus on individual actions. In this chapter we explore how consultants as well as leaders work on the boundaries of organizations, in, across, and outside different subgroups. The interfaces between subgroups and status hierarchies is the place where change is possible. The leader at the boundary protects the group and its work, whilst linking it with the wider system on which it depends for exchange, development, growth, affirmation, and survival. A consultant can help the leader develop greater sensitivity and political savvy in this intermediate role. In addition, we suggest that organizational leadership and consultancy can be conceptualized with the help of a number of group analytic ideas. The matrix suggests that investment in the social capital of the organization is essential at the level of the individual, the team, the division, and the whole organization.
