REFLECTIONS ON CHARACTER AND LEADERSHIP

142 REFLECTIONS ON CHARACTER AND LEADERSHIP

As in the case of Robert Clark, here was an individual who was

apparently well - adjusted and who had performed well in his previous

job. After his promotion, however, when he was subjected to the pres-

sures of being a leader, this same individual began to behave irrationally.

Overwhelmed by all the attention that he was suddenly receiving,

Howell apparently allowed his sense of reality to become distorted and

seemed to assume that some of the qualities ascribed to him were true.

When he couldn ’ t deliver, and members of his board questioned his

decisions, he reacted with anger and began to show signs of paranoid

behavior.

Distance and aggression in leaders

Being a leader inevitably implies a certain amount of loneliness — it is the

nature of authority — the kind that, paradoxically, can be experienced

when surrounded by a sea of people. A major reason for this is that leaders

have to make decisions that cannot always be pleasing; they sometimes

have to hurt people. Therefore, to facilitate neutrality in decision -

making, they sometimes fi nd it easier to keep their distance. Naturally,

this adds to the atmosphere of mystery surrounding leaders. Followers

will project their own fantasies on the leader. And some leaders enhance

the process by creating the illusion that they need no one.

But achieving distance comes at a price. While leaders may be able

to satisfy temporarily the dependency needs of their followers, they have

suggested that Howell change course suffered the same fate. In the

end, only sycophants who were willing to agree to his grand schemes

and accept his aggressive outbursts were left.

As expected, these unrealistic plans and high expenditures put

the company into the red. However, Howell was unwilling to admit

his role in the debacle. When questioned at directors ’ meetings, he

would become defensive and deny any responsibility for the losses;

instead, he would blame them on faulty moves made by his predeces-

sor or on vindictive action by executives no longer in his employ. In

his opinion, a turnaround was just around the corner. To an increas-

ing number of board members, however, Howell ’ s behavior was

becoming unacceptable. Eventually, having become impatient with

the continuing losses and with Howell ’ s imperious, paranoid behav-

ior, they managed to remove him.