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Leaders, Fools and
Impostors:Essays on the
Psychology of Leadership
MANFRED F. R. KETS DE VRIES
VINÍCIUS M. R. ALMEIDA
DANIEL J. A. TIRACHI
RAFAEL C. ALVARENGA PROF. MATEUS T. S. COZER

The leadership by Kets De Vries
o Generic Perspectives;
oMacro and Sociological Perspectives;
oPhilosophical and Political Perspectives;
oPsychological perspectives;
oEmerging perspectives.
- Freudian psychoanalysis approach,
linked to the unconscious of the
individual
- Unconscious as a Force that moves the
Leader.
- Freud: Childhood’s Reflection from into
adulthood.

The Dark Side of Leadership
CLINICAL PARADIGM : Based on Human Behavior
• Rule Makers;
• Rule Takers;
• Rule Breakers
Insanity: "Doing the same thing several times expecting
different results." (Albert Einstein)
Invention X Innovation
1P) Regardless of how irrational seems, has reason;
2P) It is widely determined by forces of the unconscious;
3P) We are all products of our past (Freud)

Don’t live a life ... Create one!
o The most effective leaders are those who deal with ambiguity: Those
who can restructure complex situations;
o The biggest challenge of leadership is to "think outside the box."
Barriers are internalized and
perpetuated in our unconscious ...
May undermine the creative
development, so innovation becomes
transgression. We try to achieve
disruption without even changing at
all! (SOURCE: SAGE Handbook of Leadership)

1. The Leader as Mirror
o Idealizing and mirrored transfers.
o Followers tend to idealize their leaders;
o At the same time, the leader is glimpsed (mirrored) in the eyes of his
follower and vice versa.
Mirror, latin mirare ("look") and also ("admire"). Can serve both as an
instrument of truth and distortion, depending on what you want to see.
o Childhood: Creates a sense of identity of
the individuals since their beginnings.
SOURCE: http://www.theguardian.com/tv-and-
radio/2013/feb/08/black-mirror-charlie-brooker-survival-guide

Mirror, mirror on the wall…
oSnow White (Walt Disney); The Picture of Dorian Gray (Oscar Wilde);
Narcissus (Greek Mythology).
o The distortion of reality. Metaphor of the Mirror: "We see what we
want to see, not what we fear to see."
Fonte: Google.com

2. The Incomplete Self: Narcissism
and the Exercise of Power
“ [...] The narcissist depends on others to validate their self-esteem. He
can not live without his admired audience [...] For him, the world is a
mirror. "(Christopher Lasch, The Culture of Narcissism)
“Almost all men are able to withstand adversity, but if you want to put a
man's character to the test, give him power.” (Abraham Lincoln)
o Leadership is the exercise of power, and its quality - good, inefficient
or destructive - depends on the individual's ability to manage it.
oPower is a powerful narcotic.

Narcissism
o Richard III (William Shakespeare): Richard loves Richard.
o Contardo Calligaris: In a "narcissistic society," the invisibility is more
intolerable than prison.
o Abílio Diniz: Ardent fan of sports, centralizer and doesn’t admit being
contradicted in their decisions.
o Effect of Power: Disruption of Personality and stagnation of self-
realization.
Source: Google.com

3. Letting Go of Power: The
Emotional Reckoning
The Effects of Aging The Experience of Emptiness
"Two hours ago I could say
five words and be quoted in
all the capitals of the world.
Now, I could talk for two
hours and nobody would
give a damn. "

3. Letting Go of Power: The
Emotional Reckoning
Retaliation law The Process of Retirement
The Legacy Complex

4. Dead Souls: Understanding
Emotional Illiteracy
The identification of Alexithymia

The Organizations man’s predisposition
to alexithymia.
Isolated CEO
SYSTEM’S PERSON
Individual Styles
SOCIAL SENSOR

Looking for Solutions
"By logic and reason we die. By imagination we
live ".

5. Hubris and the Fool: Humor
as a Balance to Power
"The words that would cost a wise man’s life of are
surprisingly funny when spoken by a clown."
"Do you think that the things
people make fun of themselves are
less real than the things they deal
sensibly? They are more true: the
only things that are true. "

People say, "How can you sell for such
low price?", I say, “Because it sucks."
The Danger of Humor The Danger of Arrogance
"... predictable unfolding of
uncontrolled narcissism".

The Role of the Fool
"The fool is the only
person close to the
King who has the
wisdom and courage to
recognize and tell the
truth"
The Use of Humor
"Humor is not
resigned; is rebellious
"- Freud.
"... fools have
protective
immunity."

The Organizational Fool
CHECK THE DESTRUCTIVE FORCE OF ARROGANCE
Staying on track
HOLD UP TO REALITY

6. The Impostor Syndrome
Impostors fascinate the public.
Impostor:
◦ The one who deceives, defrauds or cheats;
◦ Someone who assumes a false personality.
"To the impostor, psychological gratification is, almost
always, more important than material gains"

Ferdinand Waldo Demara
(1921–1982)
• Trappist monk;
• Doctor of Psychology;
• Dean of Philosophy at a college in
Pennsylvania;
• Law Student;
• Civil engineer;
• Graduate zoologist;
• Oncology researcher;
• Elementary school teacher;
• Middle school teacher;
• Surgeon Lieutenant in the Canadian
Navy (performing real surgeries -
successfully - at sea);
• Assistant director of a prison in Texas.
(1961)
Source: en.wikipedia.org
Fonte: content.time.com

(2002)
Frank Abagnale Jr.
(1948)
• Wanted in 50 states and 26 countries;
• Pretended to be a pilot, a doctor and a
lawyer for 5 years;
• Forged checks that totaled $ 2.5
million;
• All before turning 21.
• Today: Chairs Abagnale and Associates;
• Provided services to the FBI.
Source: www.abagnale.com
Source: www.impawards.com
Source:
pearlsofprofundity.wordpress.com

Marcelo Nascimento da
Rocha (1977)
• Assumed 16 false identities;
• The most famous: Henrique
Constantino (heir of Gol Linhas Aéreas
at the time);
• Today: Speaker
(2011) Source: http://revistatrip.uol.com.br
Source: cadernodopsicologo.blogspot.com
Source: www.bbc.co.uk

Shades of Imposture
Feeling like an impostor:
◦ “True” Impostor – Individuals who own identity based on representation
rather than their achievements;
◦ “Neurotic” Impostor – Individuals who feel fraudulent while they are actually
successful.
Dealing with impostors :
◦ Impostors don’t last long;
◦ Maintain the ability to test reality;
◦ Developing a reflective capacity to find the blind spots the impostor.

7. Leadership and the Abuse
of Power: Beyond Complicity
The dynamics of tyrants is simple: Either you are with them or against
them.
Many end up conspiring with the tyrant for two main reasons :
◦ So they don’t become victims of this tyrant;
◦ Identification with the aggressor, in order to solve their problem of
powerlessness or helplessness.
Fear or love encourage the followers these leaders.

“The one who confronts”
Politics of Fear: Internally and Externally
“The excesses of his regime forced people to identify with their
aggressor in a surreal level”
Source: http://pt.wikipedia.org/
Saddam Hussein (1937 – 2006)

Conclusion: Managing the
Ambiguities of Leadership and Power
The challenge of a leader is knowing how to manage energy.
◦ Must direct the focus of the organization to a common goal;
◦ Generate competitiveness while generating emotional energy internally. –
Empowerment and Motivation;
◦ Trust and Empathy.
Leadership: A Balancing Act
◦ Leadership is subject to changes;
◦ Interpersonal relationships and self-knowledge.

Source: upc.upcscavenger.com
Leaders who will be remembered:
Combining action with reflection;
Self knowledge to recognize the transformations of power;
Doesn’t succumb to the temptations of power.

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Kets de Vries - Leaders, fools and impostors

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Kets de Vries - Leaders, fools and impostors