Leadership, Betrayal and Adaptation

My central hypothesis is that betrayal is an essential element of leadership and organizational change. Using a systems psychodynamic perspective to explore the betrayal that often accompanies significant change, I consider several facets of this question, including: how the exercise of leadership and the capacity for betrayal are intertwined; what dynamic challenges to both leader and follower are entailed by having to contain the experience - and potentiality of - betrayal in the collaborative bond; and about the challenges posed to the enterprise by the experience of betrayal.