Leaders and Followers in a Postindustrial Age: A Psychodynamic View

Abstract

In the face of complicated and rapidly changing settings, leaders need to have their followers help them understand the tasks and challenges they face. In psychodynamic terms, this means that leaders must become more vulnerable to their subordinates while continuing to support them, and that followers must learn to challenge their leaders while respecting their authority. A typology of authority is presented. Case studies are used to illustrate the difficulties leaders have confronting their vulnerability, how followers fear and foil leaders' efforts to share their uncertainties, and the benefits leaders and followers achieve when they ultimately succeed in connecting with one another. The author concludes that as the workplace evolves toward a postindustrial age, leaders and followers must recognize their dependence on one another and their need to collaborate, and bring more of their personal feelings to their roles.