In the Dependency dynamic, individuals give up their personal responsibility and autonomy, looking to external authorities or figures for guidance, protection, and decision-making. This can manifest in various ways, such as seeking constant approval from a leader, waiting for instructions before taking action, or competing for the attention and favor of those in power. There are several sub-flavors of Dependency, including: **Passive Dependency** Individuals become passive and submissive, avoiding taking initiative or making decisions on their own. **Counter-Dependency** Individuals actively resist or rebel against authority figures, but still remain dependent on them by defining themselves in opposition to the leader. **Hostile Dependency** Individuals express hostility or aggression towards authority figures while simultaneously seeking their guidance and approval. The Dependency dynamic often stems from an unconscious desire for safety, security, and guidance. In times of uncertainty or stress, individuals may regress to a more childlike state, seeking the comfort and protection of a parental figure. This can manifest in the group setting as an over-reliance on the leader or authority figure to provide direction, make decisions, and solve problems. Dependency can also arise when individuals feel inadequate or unsure of their own abilities. By deferring to the leader, they avoid the anxiety and responsibility associated with making choices and taking action. This can lead to a cycle of learned helplessness, where individuals become increasingly reliant on the leader and less confident in their own judgment. ## The Role of Projection Projection is a psychological defense mechanism where individuals unconsciously attribute their own unacceptable or undesirable thoughts, feelings, or impulses onto another person or group. In the context of Dependency, individuals may project their own feelings of inadequacy, helplessness, or vulnerability onto the leader or authority figure. By seeing the leader as all-powerful, all-knowing, or infallible, individuals can deny their own insecurities and maintain a sense of safety and stability. However, this projection can also lead to unrealistic expectations and a distorted view of the leader's capabilities. When the leader inevitably fails to live up to these idealized projections, individuals may experience feelings of disappointment, betrayal, or resentment. ## Projective Identification Projective identification takes projection a step further. In this process, individuals not only project their own unconscious qualities onto the leader but also unconsciously pressure the leader to identify with and embody these projections. The leader may feel compelled to take on the role of the all-powerful, all-knowing figure to meet the group's expectations and maintain their position of authority. This dynamic can be particularly problematic when the leader begins to internalize these projections and believes in their own omnipotence. They may become overconfident, dismissive of others' opinions, or resistant to feedback. This can lead to poor decision-making, a lack of accountability, and a breakdown in group communication and collaboration.