This is the second of two articles in which the author consider challenges confronting psychoanalytic consultants entering organizational systems in which there is limited self-reflection and an associated lack of organizational leadership. Three consulting cases are provided to illustrate the importance of shifting focus from the individual to the group and of going beyond the use of superficial theories of emotional awareness and mindfulness. Deeper and more complex psychoanalytic theories of the dynamics of “sophisticated” and “primitive” groups and group transference neuroses are proposed as essential tools for the self-reflecting and self-analyzing consultant attempting to cultivate mindful organizational leadership.