ABSTRACT
This chapter bring a transactional analysis (TA) lens to the challenge of leading people in complex systems. Berne (1963/1973) defined three boundaries: the external, major and minor boundaries that delineate an organisation. The concept of boundaries provides a useful framework for understanding relationships within a hierarchical context. The overarching humanistic premise in this chapter is that every person brings a mixture of vulnerability and potential to their role and that the former needs to be accepted and managed for the latter to flourish. The nature and expression of vulnerability will vary depending on which boundary (or boundaries) are being navigated and in which direction. Building on Berne’s idea of the psychological leader, the notion of the Leadership Vector is proposed. The intention here is to provide a framework for leading through building and maintaining effective relationships across different boundaries whilst accepting vulnerability in the process.
