REFLECTIONS ON CHARACTER AND LEADERSHIP

PRISONERS OF LEADERSHIP 131

these questions. First, however, consider an example that illustrates the
kind of irrational behavior to which I am referring.

The case of Robert Clark

Before Robert Clark^1 assumed the presidency of the Solan Corpora-

tion, he had always been well - liked. His supervisors had been

impressed by his capacity for work, his helpful attitude, his dedica-

tion, and his imaginative method of solving problems. He eventually

crowned his seemingly brilliant career by being selected to succeed

Solan ’ s former CEO.

In the period immediately after Clark assumed his role he received

many accolades for taking a number of long overdue steps. Gradually,

however, after the initial enthusiasm had passed, many of his old

colleagues concluded that he seemed to have undergone a personality

change. He had become less accessible; his widely acclaimed open -

door policy and advocacy of participative management had disap-

peared. He had become increasingly authoritarian, impatient, and

careless of the feelings of others. Subordinates who did not share his

opinion found themselves out of favor or even fi red. Being the bringer

of bad news became an increasingly risky proposition, while yea -

sayers were welcomed.

The effects of Clark ’ s transformation on the organization quickly

became clear. In their desire to please him, key executives would

jostle for his attention and waste time and energy on power games

and intra - company squabbles rather than making strategic decisions.

Dealing with the reality of the business became less and less impor-

tant. Company morale sank to an all - time low, and the fi nancial

results were deteriorating.

What happened to Clark is that certain psychological forces — his
own, and those of his followers — came into play, creating a multitude
of problems. These occurred for three reasons:

• Succession to the top leadership position in an organization is neces-
  sarily isolating in that it separates leaders from others (who now
  directly report to them) and leaves them without peers. As a result,
  their own normal dependency needs for contact, support, and reas-
  surance rise up and overwhelm them. The increasing isolation may
  make them anxious.