ABSTRACT
In this chapter, the authors examine the relationship of leadership and transformation, and the importance of consultation and consider that the first task of the consultant is to help the leader to avoid these temptations of becoming all-powerful and all-knowing. Overall, the emergence of a leader is a complete, global, and systemic phenomenon. The consultant can only help to clarify the emergence of unconscious resistances that alter leadership—but not in the emergence of leaders. Finally, the authors want to focus on the role of the consultant, i.e., the adviser in leadership, in the institution. Advisers in leadership build a long-term relationship with executives in order to apprehend the evolution of their role. The chapter concludes that any living institution should create an internal environment where management is shared with as many people as possible and where leadership is not only creative, but also generative.
