REFLECTIONS ON CHARACTER AND LEADERSHIP

138 REFLECTIONS ON CHARACTER AND LEADERSHIP

Idealizing Transference

As the heart of this process is a lingering striving to recover a state of

lost perfection. This belief in ‘ Paradise lost ’ stems from the time when

the early childhood illusion of absolute self - suffi ciency and contentment

gave way to the recognition of dependence and feelings of inferiority.

As a way of combating feelings of helplessness there is a need for a state

of merger with an apparently omnipotent and perfect other person

(Kohut, 1971 ; Kohut and Wolf, 1978 ). To have a relationship with others

whom they can admire makes those who behave in this way feel much

better. To project our own opinions and values on others and identify

with them becomes a way of affi rming our own existence and enhancing

our self - esteem.

Mirror Transference

It is very hard to imagine, unless one has experienced it, what it means

to be the object of excessive admiration by followers — even in those

instances where some of it may be warranted. Too much admiration can

have dire consequences for a leader ’ s mind; he or she may eventually

believe that they really are as perfect, as intelligent or as powerful as

others think. This belief may be intensifi ed by the fact that leaders fre-

quently have the power to turn some fantasies into reality. Of course,

the distinction between mirror and idealizing reactions is only a con-

ceptual one. In practice, these processes occur simultaneously.

No leader can really sustain the primitive idealization of the follow-

ers. There are always going to be frustrating experiences. The outcome

of not meeting the tacit promise is predictable. Followers are fi ckle; they

change their minds easily. There seems to be no middle road. Angry

about the frustration of their dependency needs, and perhaps aggravated

by callous, exploitative behavior, the subordinates of such leaders may

react by engaging in hostile, rebellious acts against them. The leader can

then be the target of a considerable dose of overt and covert aggression.

The Persecutory Transference

When subordinates unload their anger onto their leaders, the latter may

counterreact. Given the pressures placed upon them, leaders may begin

to feel persecuted, look for victims, and retaliate. As has been said, para-

noia is the disease of kings.