Rosa Krausz

Rosa Krausz, PhD, is being recognized for her work as represented by two of her articles: "Power and Leadership in Organizations" (Transactional Analysis Journal, April 1986) and "Organizational Scripts" (Transactional Analysis Journal, April 1993).

Erich Kosloski, who nominated Rosa, noted that the first of these was a pioneering article for organizational applications of transactional analysis because it considered the relationship between power and leadership styles within organizations as well as between members of organizations and leadership styles and the degree of effectiveness of each style and its possible outcomes.

Rosa described four leadership styles in terms of transactional analysis concepts, including the use of predominant ego states, transaction types, frequent stroke patterns, predominant life position, time structure, games, discounts, and their impact on productivity and organizational climate. The article shows it is possible to diagnose organizational climate and develop interventions to facilitate behavioral change for the members of the organization as well as to identify and stimulate options for membership participation through empowerment that profits the organization as a whole. The article has been well used and often cited in later publications, especially in the organizational field of TA.

The second article discusses, for the first time, the application of script theory in organizations as well as the relevance of taking into account nonconscious individual and group processes that can negatively impact organizational efficacy.

The article proposes a set of beliefs as a tool for analyzing the external adaptation process and the internal integration of organizations using a classic definition of scripts presented by Berne. It is supported by works on organizational culture and organizational ideology in order to show the behavioral patterns that are the archetypes of each organizational script.

Four ideologies were stressed: work, time, people, and money. Rosa showed how these concepts, which had previously been used only in the clinical field, could be applied in nonclinical fields. This article has become a classic in the organizational field of transactional analysis, amplifying the application of TA and enhancing the reach and potency of interventions so that they are no longer only individual and healing but also become strategic, preventive, predictable, and able to impact organizations as a whole.