Organizational decline is often viewed as an inevitable regression. Thisresearch based upon a study of five free church communities addresses thepsychodynamic and cultural nature of neurotic groups which underwenthealthy transformation. This is significant since the leaders of such churchesby definition have little by way of legitimate authority by which to 'levrage'change. The work shows the richness of insight derivable from an interplay offamily systems cultural and psychodynamic lenses including Bion Kets deVries and object relations theorists. The narratives show that ethical leadershave a catalytic role in fostering renewed cultures by addressing regressiveaspects especially those suffused within a repressive dogma. Pugh exploresthe overlap between the ensuing culture and the relational attributes of theTrinity as explicated by Volf and Moltmann. A set of hopeful prescriptions forthe leader or intereventionist is proposed. The work has relevance toresearchers and leaders who seek to renew all types of organizations particularlythose whose declines stem from deeply embedded and ideologicallyjustified neuroses.
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