PRISONERS OF LEADERSHIP 143to contend with the frustration of their own dependency needs
(Kernberg, 1978 ). For some leaders, coping with these feelings is diffi -
cult. The need for affectionate bonds and attachment is a universal
human characteristic (Harlow and Harlow, 1965 ; Bowlby, 1969 ). When
this need is frustrated, separation anxiety may be reactivated, making
for a strong regressive pull. And as if this regressive pull is not enough,
leaders also are the recipients of their followers ’ transferential reactions,
impacting their inner world. Many leaders don ’ t have a suffi ciently
secure sense of who they are to help them deal with these forces. Illu-
sions of grandeur, delusions of persecution, and paranoia will raise their
ugly head. Consequently, leaders may resort to one of the more primitive
defense mechanisms mentioned earlier: splitting, having an oversimpli-
fi ed view of the world, and searching for scapegoats. Moreover, being
in a leadership position makes it more likely that their frustration is acted
out on a public stage.
Managing leaders’ behavior in organizations
Given the dramatic impact leaders can have on their organizations, the
regressive forces that affect leadership warrant serious attention. Apart
from the unrealistic idea of having leaders submit to regular mental
health check - ups or setting defi nitive time limits for top positions, what
can be done to limit the excesses of power?
One suggestion is to build safeguards into the organization ’ s struc-
ture, setting boundaries that will lead to the dispersion of power in an
organization. To prevent regressive processes from getting out of hand,
key power positions can be distributed over a number of persons. Such
dispersion of power calls for the creation of more organic organizations.
Flat, fl exible structures that allow lateral communication for continuous
consultation and the exchange of ideas help defuse excessive transferen-
tial manifestations.
A corollary to implementing such fl at structures is the need for
innovative human resource practices that tolerate diversity. A corporate
culture needs to be created where there is a healthy disrespect for the
leader; a culture where people can speak their mind. In addition, regular
re - examination of organizational practices can create a culture of change.
To foster such an environment and to make such internal auditing
possible, it can help to bring in consultants who, generally speaking, are
not subject to intra - organizational myopia.