46 REFLECTIONS ON CHARACTER AND LEADERSHIP
So what ramifi cations do transference and idealization have in the
workplace? Because the need for idealization is an omnipresent phenom-
enon — humankind ’ s way of fi nding strength in an otherwise anxiety -
provoking world — we often see followers responding to their leaders as
they would have done to their parents or other authority fi gures while
growing up.
In fact, this process of idealization is part of a general developmental
matrix that repeats itself, to some extent, in most leader – follower rela-
tionships (Kets de Vries, 1995 ). It is more prominent when the leader is
more energetic and visionary, however, because it is easier to imagine
such a leader living up to the ideal. As the past is transferred to the
present in the interaction between a dynamic leader and his or her fol-
lowers, it sets the stage for ‘ charismatic attribution, ’ reactivating former
developmental interaction patterns and bringing a hunger for the ideal
to the fore once again. This hunger — this need for powerful people with
whom one can identify — puts a lot of energy into the workplace. It
makes for mutual identifi cation, team play, and goal - directed behavior.
Furthermore, the tendency toward the idealization of people in leader-
ship positions often helps align and energize followers in pursuit of a
common vision.
Important as this transferential component is in charismatic behav-
ior, it alone does not determine charisma. Although leadership works
partly because of the human tendency to idealize, very few leaders have
a truly charismatic disposition. For leaders who really demonstrate this
quality, we need to take a closer look at the ‘ psychology of elation. ’
People in that kind of elevated mood state will have a compelling, con-
tagious infl uence on others. Not surprisingly, this behavior pattern can
be highly advantageous in leadership situations.Case study: Hypomania in action
Although most of us have heard of bipolar disorder (what used to be
termed manic - depression) and its devastating consequences to the suf-
ferer, family, and friends, many are unaware of milder temperamental var-
iants of this condition, including hypomania. These variants are often not
as easily identifi ed. Hypomanic people are prone to mildly manic states
rather than the extreme highs and lows of full - blown bipolar disorder.
Being managed by a hypomanic is a challenge. There are pluses, to
be sure. Colorful, stimulating fi gures, hypomanics make life anything
but dull. Drawn into their magical sphere, a world of unlimited ideas
and possibilities, in which success is assured, employees experience a