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Leadership

Why Would Anyone Follow a Bad Leader?

Why people follow dictators, despots, and tyrants.

Key points

  • Dictators thrive because they appear to be strong and effective, but they are really arrogant and narcissistic.
  • The inner-circle of followers (“henchmen”) support bad leaders because they share in the power.
  • All too often, we value leader effectiveness without taking into account the means by which the leader succeeds.
  • The antidote to bad leadership is engaged and courageous followers.

As of this writing, there are 52 countries in the world led by dictators – more than 25% of all nations, covering half the world’s landmass. Moreover, some democratic countries are run by leaders who are authoritarian and some who aspire to dictatorship. With so many dictators taking power, we have to ask, “Why do people follow tyrannical leaders?”

One obvious reason is fear. Tyrants are punitive and will subjugate anyone who questions their authority. However, there are many people who willingly follow tyrannical leaders. To better understand we need to explore the psychology behind bad leaders and their followers.

  1. Many People are Drawn to Authoritarian Leaders. We value strong, confident leaders. This makes sense because people want their leaders to protect them. Too often, however, people will confuse arrogance and narcissism for strength. Tyrannical leaders are, by their very nature, narcissistic, lacking in empathy, and confident to the point of arrogance. A great deal of research suggests that narcissistic individuals are more likely to attain positions of leadership. Importantly, our recent research suggests that some people believe that bullying, tyrannical individuals are the “best” types of leaders, likely because they grew up in families that valued “tough tactics” when resolving conflicts.
  2. Many Followers Crave Power. Jean Lipman-Blumen, in her book on toxic leaders, suggests that followers enable and support bad leaders. They help them get to positions of power, and support their misdeeds because they are allowed to share in the power. Lipman-Blumen talks about these bad followers, who bask in the shared power of toxic leaders, and refers to them as henchmen. Moreover, some followers support bad leaders who will give them what they want rather than focusing on what’s good for the entire country or collective.
  3. The Ends Justify the Means. Too many people equate effectiveness with being a “good” leader. Too often, we focus on the results, but neglect to consider how those results were achieved. Tyrannical leaders will sacrifice others in their quest to win or to hold power, while their followers look the other way.
  4. Many Followers Are Apathetic. Many of us put our leaders on a pedestal. We let them take the reins of power, and we look away, assuming that they will do the right thing. It is the obligation of good followers to hold leaders accountable for their actions and to call them out on their misbehavior. But too often we give leaders “a pass” instead, or we make exceptions for them. This is why many leaders get away with wicked or immoral behavior that followers and others could never get away with (“It’s OK because they are the leader.”).

What is the “antidote” for bad leadership?

The antidote for bad leadership is courageous and engaged followers who serve as a check when the leader misbehaves or takes the wrong path. For this to happen, it is imperative that we foster an environment in which citizens feel they are empowered, and will be protected, if they stand up to bad leaders and their toxic behaviors.

References

Lipman-Blumen, J. (2005). The allure of toxic leaders: Why we follow destructive bosses and corrupt politicians, and how we can survive them. New York: Oxford University Press.

Walker, D.O.*, Reichard, R.J., Riggio, R.E., & Hansbrough, T. (2020). Who might support a tyrant? An exploration of links between adolescent family conflict and endorsement of tyrannical implicit leadership theories. Journal of Leadership and Organizational Studies,27(4). 340-356. https://doi.org/10.1177/1548051820931243

Chaleff, I. (2004). The courageous follower: Standing up for and to our leaders. San Francisco: Berrett-Koehler.

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