Women's Leadership: Psychodynamic Aspects of Team Management

The master's thesis explores the unconscious dynamics of female leadership and its impact on the behavior of teams managed by female leaders. The hypothesis of the study is that sociological studies say that in a large sample there is no difference between male and female management. However, women manage differently psychodynamically. Women leaders often have social conflict (career VS family) and unconsciousness (unpassed Oedipus). It is also not socially accepted for women to show aggression; they are expected to be gentle in their management. That is, you either manage like a man (V. Shine “think manager - think male”), but then you suppress your sexuality and build a false self (which leads to burnout and depression), or you are considered insufficient to be a high-level manager, and you hitting a glass ceiling.   How does this dynamic affect the team? And does it have any effect? Perhaps it is more difficult for teams managed by a woman to express aggression or work for individual results (“female” dynamics - group results, working for the general rather than the individual). Hence the feeling of shame, guilt and hidden aggression (which can manifest itself in gossip) in the unconscious of the teams.   The methods used in this study were a theoretical analysis of the problem, as well as the collection of empirical material based on diagnostic interviews with women leaders and their teams, the organization of group coaching sessions with team members, and the use of projective techniques in the work process.   The dissertation consists of an introduction, two chapters, a conclusion and a list of references. The volume of the main text is 67 pages. The bibliographic list includes 25 titles, 14 of which are in foreign languages.