The paper is a novel extension of the Dialogical Self Theory (DST) to organizational psychology. In organizations there are rich conflicts and ambiguous situations in which joint meaning making is indispensable for future trajectories of the follower, the leader and the organization itself. This negotiation process is influenced by power imbalances within the organization, mostly between leader and follower. In their multiple emerging fields and their interrelatedness these agents have to find a way of neutralizing the tension of highly ambiguous situations in order to account for the discovery of commonly adaptive, future trajectories. I introduce the concept of the Existential-Humanistic Leadership style (EHL) that through the emergence of existential I-positions and sign-manifolds neutralizes previous power imbalances. The Trajectory Equifinality Approach (TEA) of Tatsuya Sato is used for elaboration of the ongoing dialogical processes. The TEA-modelling shows that an existential-humanistic leader tries to unite opposite trajectories within one dynamically adaptive system through phenomenological/democratic attunement towards the follower and through the assessment of follower’s needs for development. These two conditions of EHL make it more likely that a leader externalizes existential I-positions which create local sign-worlds where leader and follower meet as human beings in absence of prior role asymmetry. Central concepts of existential psychology, DST and cultural semiosis are combined in a microgenetic and phenomenological research design. Based on the partnership model of Valsiner, Bibace, & LaPushin, a co-constructive interview guide has been created, in which a scenario-completion task is established and worked through with the participant. The Trajectory Equifinality Model of a football trainer is used for generalization of the generic structure of an existential-humanistic leader-system being a crucial condition for leading in and through curvilinearity.

这篇论文是“对话自我理论”（DST）对组织心理学的一种新颖延伸。在组织中，存在着丰富的冲突和模棱两可的情况，在这种情况下，联合意义的形成对于追随者，领导者和组织本身的未来轨迹是必不可少的。该谈判过程受组织内部（尤其是领导者和跟随者之间）权力失衡的影响。这些代理人在其多个新兴领域及其相互联系中，必须找到一种方法来抵消高度歧义性局势的紧张局势，以便解决共同适应性未来轨迹的发现。我介绍了存在-人本型领导风格（EHL）的概念，该概念通过存在I-位置和符号流形的出现来抵消以前的权力失衡。佐藤达也的轨迹均衡方法（TEA）用于阐述正在进行的对话过程。TEA模型表明，一个存在性人文主义的领导者试图通过对追随者的现象学/民主调解，以及通过对追随者的发展需求的评估，来在一个动态适应的系统内统一相反的轨迹。EHL的这两个条件使领导者更有可能将存在的I位置外部化，从而创建局部符号世界，领导者和跟随者在没有先前角色不对称的情况下作为人类相遇。存在心理学，DST和文化符号学的中心概念被结合到微观遗传学和现象学研究设计中。根据Valsiner，Bibace和LaPushin的合作伙伴关系模型，已创建了一个共同建设性的采访指南，其中建立了一个情景完成任务并与参与者一起工作。足球教练员的轨迹均衡模型用于概括存在性-人文主义领导者系统的通用结构，这是引入和通过曲线的关键条件。