Edited and Published by R.P. BenDedek with permission from Dr. Tony Keys'. This article is a heavily edited excerpt from Dr. Key's book: 'Growing Future Leaders'
The King Lear Syndrome in Leadership
"The Dark Side of Charisma"
Succession Syndrome - or - 'The King Lear Syndrome' (from Shakespeare's play "King Lear") is what leaders suffer from when they see themselves as the only one in touch with God.
King Lear had difficulty in letting-go of the reigns of power. He announces publicly that he will give the best part of his kingdom to the daughter who proclaims she loves him the most but has already decided to give it to his youngest daughter Cordelia, the one whom he loves the most. She however had a mind and vision of her own, that got her banished from the kingdom.
She had a vision to marry and step into a new life where she would be free to make plans with her husband, rather than be committed to her father's vision of the past. Her honesty unmasked King Lear's true unwillingness to retire and let go of the reigns of power. As the play progresses, we see that absolute power destroys the world around it and thus is an enemy of change.
The story of King Lear is of particular interest because we have all seen a charismatic leader build up a strong work then destroy it by not completely handing it over to their successor.
There are several reasons why a charismatic revolutionary leader of change falls prey to the succession syndrome.
1. Lifetime of Emotional Investment.
It is hard to let go of a something you have devoted so much time and energy to.
2. Lasting Legacy
The thought of succession confronts leaders with their own dispensability. Deep down they have a great need to control their organization. "Thinking about success, let alone actually planning it, brings up the painful, preferably forgotten subject of one's own mortality." (Kets de Vries 1989, Prisoners of Leadership. Wiley & Sons, p.170)
3. Threatens Leader's Self-worth and Self-esteem
A leader's sense of self-worth and self-esteem is tied to the loyalties of the followers and a new successor (or a new crown prince) will always cause a shift of loyalty. Their relationship with their followers will change. No longer will they be applauded as the only one who can ride the tiger.
Transformational Leaders are Great Reformers
Many charismatic revolutionary leaders fall prey to the dark-side of charisma. They fall prey to the narcissistic and succession syndromes. These syndromes cannot be avoided in leadership, but they are meant to be the maturing process required in order to become a transformational leader. This maturing process allows the charismatic revolutionary leader to be resurrected with the great gift of grace - charisma.
Transformational leaders do not see leadership as a solo performance. They seek to surround themselves with capable leaders who will assist them in carrying the weight of the transformational change in an organization. Leaders implement transformational change through vision and long-term strategic plans supported by the building of strong coalitions and they develop future leaders for future generations through mentoring, coaching and path-goal leadership. They create a covalent activity between themselves, their followers and supporting coalition leaders.
In the natural world, covalent activity is a scientific term used to describe the process that occurs when the energy given-off by different atoms exerts a force toward other atoms and attracts them to bond together to create a change in their environment and to form a new substance.
When a transformational leader and the followers come together in covalent activity, they become empowered to create an agreed intended real transformational change in the organization and they have the continuing ability to refresh and replenish the organization.
An Historical Example of Transformational Leadership
Queen Elizabeth I of England was a dynamic transformational leader who came to the throne at a time when England had virtually no standing army or navy to protect it. England was reeling from the economic mismanagement of her father Henry VIII, was in the midst of a protestant reformation and in danger of being attacked by catholic nations such as Spain who wished to bring England as a prize back into the catholic fold. Queen Elizabeth I went on to lead the nation of England out of the backwater of economical and political isolation to become a world power with which to be reckoned.
Her ability to create on-going transformational change was due to her ability to engage in covalent activities with those around her and to groom and provide a successor to the throne.
Looking at two of Queen Elizabeth I's covalent activities we see that 1.) in her formation of the Privy Council she introduced into the Existing Catholic Privy Council, new members with their new protestant faith who in turn influenced the old members in the new protestant ways and 2.) that she provided a successor who had been involved in the previous covalent activity and would ensure the continuance of protestant reforms that needed to be established worldwide.
She put a great deal of time and effort into grooming James VI of Scotland, to become James I of England. During her reign, Queen Elizabeth kept the peace between Scotland and England to ensure that James had the opportunity to develop his leadership skills. After becoming King of England, he continued the transformational changes for Protestantism that had been started by Queen Elizabeth I and then went on to be a highly successful king with great wisdom.
According to Sir Francis Bacon King James resembled Solomon both in the gravity of his decisions and in his peaceful reign. King James was an evangelist of the true Gospel and wanted the Bible in the hands of the common man. He commissioned the Authorized King James Bible in 1611. This English translation of the Bible was predominately used by evangelical churches up until the mid twentieth century. King James laid the foundation for the United Kingdom by unifying England and Scotland as one empire.
Charismatic revolutionary leadership plays a vital role in the initial stages of transformational change, but the ultimate success of leadership is seen in the covalent activities of transformational leaders and followers.
Transformational leaders overcome the succession and narcissistic syndromes by generating covalent activities through the Pygmalion and Galatea Effect.
Pastor Anthony Keys
Brisbane, Australia.
Email: trinitylead@uq.net.au
Copyright © 2011
The Trinity Institute of Leadership Inc.
Growing Future Leaders - The Enormous Potential of Followers - Published 2006 by CRS Publishing, Unit 9, 147 Marshalltown Rd, Grovedale, Victoria 3216, Australia.
Unless otherwise noted, Scripture quotations are from the NKJV Holy Bible
Pastor Tony Key's professional career includes extensive experience in leadership positions in non-profit organisations, ministry, education, industry and churches. He has been actively involved in a vast range of leadership roles, which includes experience as the Director of two Christian tertiary education centres, Church Pastor, Assistant Principal of a non-profit Christian School, Factory Manager, Youth Worker, Crusade Co-ordinator, and an administrator for a theatre company. He has travelled extensively throughout Australia and the world, preaching and ministering in churches as well as conducting leadership seminars for churches, bible colleges, missionary and not-for-profit organisations and meeting in a consulting role with church leaders.
