La mente, el signo y el poder

This paper develops a neurosemiotic framework for understanding leadership and institutional power. Building on Charles S. Peirce’s theory of semiosis and Carl Jung’s concept of archetypes, it argues that organizational reality is not accessed directly but mediated through stabilized systems of signs, interpretive habits, and symbolic regularities. Leadership is therefore understood not primarily as persuasion, but as the capacity to structure the field of meaning in which decisions become intelligible, legitimate, or unthinkable. The paper introduces an applied synthesis oriented to executive and institutional contexts, proposing leadership as a structural function that operates through presence, language, and institutional design. This approach aligns with the Axial Leadership model (Axis–Word–Structure), framing power as the stabilization of interpretive infrastructures rather than the closure of debates. The contribution is theoretical and applied, aiming to offer a coherent explanatory model for influence, authority, and stability in complex organizations.