The Silent Force: The Impact of Transference in Leadership Dynamics
What is the relationship with your boss like?
Do you notice that criticism from your boss (however constructive) can leave you in emotional distress?Do you tend to agree with your boss’s perspective, even if you had a different outlook before? Does it make you weirdly happy when you get a compliment from your boss?
Something happens to us if someone is put 'in charge of us'. We don’t consciously notice it or are fully aware of it, but a powerful dynamic starts to unfold.This dynamic is called Transference and the typical, hierarchical structure of most companies is fertile ground for this phenomena. It is still very surprising to me how little is talked about this in the Leadership development space. When developing new leaders, it is mostly focused on the skills they need and the behavior they need to exhibit. Very little is talked about or taught about the other side of Leadership: the Follower.
Sigmund Freud's Insight:
The concept of transference was first introduced by Sigmund Freud, who astutely remarked, "there is no love that does not reproduce infantile stereotypes." Freud's exploration highlighted the unconscious redirection of emotions from past figures to present authority figures, creating a complex web of psychological dynamics.Transference creates an irrational motivation. We are mostly unaware of it and therefore not able to control or even understand what is happening. It all has to do with our projection onto the powerful role of a Leader and our relationship with that powerful role.
Michael Macoby's Perspective:
'Transference is the emotional glue that binds people to a leader'. Employees in the grip of positive transference see their leader as better than they really are—smarter, nicer, more charismatic. Transference creates extremely loyal followership and is therefore a source of strength for leaders. And if the leader doesn’t start to believe in their idealized image of themselves—this works very well. But it requires a great deal of awareness to not get swapped away by it; awareness of that dynamic at play, as well as full clarity on one's humanness and short comings.
The Impact on Followers:
Positive transference holds a potent spell over followers, influencing their perceptions and behaviors. Those experiencing positive transference are inclined to offer their leader the benefit of the doubt and are more likely to take on significant risks at their leader's request. This emotional connection, when balanced, cultivates unwavering loyalty and collaboration.
The Delicate Balance:
However, the delicate equilibrium lies in ensuring the leader's reality aligns reasonably with the followers' idealization. Simultaneously, leaders must avoid internalizing this idealized image, as failure to do so can compromise objectivity and lead to potential pitfalls.
Transference destroys objectivity. This is why a good Leader will try to understand transference and will work hard to help their team members see one another as they really are.
The hierarchical structure of traditional organizations has reinforced paternal transference. At every level in a hierarchy, individuals have a boss who hands out assignments and rewards. This creates in followers a willingness to obey orders—as well as an overvaluation of the boss and a strengthening of infantile wishes to be loved and protected. Leaders in traditional organizations tend to show themselves in paternalistic settings, presiding over large meetings, standing on a stage talking down to the employees, exuding parental care, all-knowing wisdom, and trust.
Understanding the psychological effect of transference is pivotal for leaders seeking self-awareness. By acknowledging and managing these dynamics, leaders can manage their relationships, build trust, and create an environment conducive to growth and collaboration:
All our relationship are influenced by transference; this can be positive of negative transference and as Leader you cannot be sure what is driving your followers.
Not only the followers experience transference, also the Leader will experience the so-called counter-transference and project e.g. the experience with his own children onto his team members.
Transference is the opposite of objectivity. When leaders wish to manage followers’ transferences, as well as their own, they can start by bringing the unconscious into awareness
The path of conscious leadership includes the exploration of powerful dynamics such as Transference. This is not just a psychological exploration but a strategic necessity. Leaders, by recognizing and navigating these dynamics, can foster environments defined by understanding, objectivity, and collaboration—key elements for the sustained success and resilience of their organizations.
