This article discusses the concept of holdership as a human-centered alternative to traditional leadership approaches, particularly within the context of contemporary HR policies and practices. Holdership emphasizes collaboration, empowerment, autonomy, and personal growth, fostering psychological safety, trust, and innovation. By intersecting with Lacanian theory - specifically the discourse of the analyst and the concept of social ties - this article explores the role of relational dynamics and human subjectivity in organizational environments. The proposed framework highlights practical strategies for HR leaders to navigate the complexities of emergent work arrangements, including flexible, networked, and virtual structures. By integrating holdership principles with HR practices such as talent development, performance management, and knowledge creation processes, organizations can cultivate environments that promote creativity, adaptability, and sustainable growth. This research provides a theoretical and practical lens for organizations aiming to balance the de-subjectivizing forces of technology with the need for human potential as a source of competitive advantage.