He wrote, “There is no love that does not reproduce infantile stereotypes,” which, for him, explained why so many of us choose spouses like our parents. Unlike the father, who is often perceived as distant and detached, and whose approval is dependent on performance, the mother is often seen both as an authority figure and as a giver of unconditional love. As children cannot always rely on hard-working parents to be there when needed, they depend more on siblings and friends for emotional support. Transferences no longer necessarily work in leaders’ favor, because to a large extent, the changing structures of families—more single-parent homes, dual working parents, and so on—have begun to create work environments where people value traditional leaders less. In one case, it became clear that a chief financial officer was totally focused on pleasing the CEO, who was a father figure for her. In such relationships with Freud, patients slavishly gave up their own views and embraced his as unquestionably correct. It is blind to both age and gender, so stereotyping is very dangerous. In chaotic times, this can be challenging for leaders to provide. A number of studies have shown, for example, that positive transferences are closely linked to productivity. Just as a follower projects his past experiences onto his leader, the leader responds by projecting her past experiences back onto the follower. What information are you sharing to give people confidence about the business and how often are you sharing it? How are you sharing your vision for the future with your team? She believed that she was vastly more intelligent than Johnson and had assumed that would be the primary basis for the promotion decision. And he didn’t get stock options. According to the Gallup research, when 10,000 employees were asked what great leaders contributed to their lives, they said, “caring, friendship, happiness, and love.” Question 5 on the Gallup survey of employee engagement is, “Does my supervisor or someone at work seem to care about me as a person?” When people feel as if someone cares, not only are they more engaged and productive, but they’ll stay around longer – certainly something you want as a leader – especially if you’re talking about an A player! Anybody can be a leader. How are you providing a sense of stability in your company? According to the Gallup research, when 10,000 employees were asked what great leaders contributed to their lives, they said, “caring, friendship, happiness, and love.”, When people feel as if someone cares, not only are they more engaged and productive, but they’ll stay around longer – certainly something you want as a leader – especially if you’re talking about an. The rational ones are conscious and therefore well-known. 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. Followers want a leader who provides a solid foundation, being someone they can always count on in times of need. Freud called this phenomenon countertransference and saw it as one of the most serious obstacles to resolving patients’ psychological issues. In consulting with CEOs, I’ve had them and their executive teams answer the personality questionnaire from my book The Productive Narcissist as a way to discuss how the personalities of the individuals influence their leadership style and how they relate to one another and their followers. Leaders, quite rightly, are the heroes of the corporate epic (a few leader-villains notwithstanding). As one of the managers put it, “She doesn’t have any hierarchical power, but she sure has network power.” She was able to reassure the men that they could trust one another. How are you delivering on the three factors of trust? But Carey had to be the innovator, the author of all the new ideas. What do followers actually want from their leaders? Behavioral Predictability for Building Trust. In a high-trust environment, not only is there less organizational “chatter”, but tasks will get done more quickly – with a lot less effort and time. As Kofi Annan is quoted, “If you don’t have relationship, you start from zero each time.” From a sporting perspective, relationships are critical and a strong and effective relationship doesn’t exist without trust. For so long, leadership research has focused on asking leaders what they do. What was his role? If all relationships are colored by transference, how can you ever know if your followers’ relationships with you are real? Clayton Christensen spoke about such convictions in an address he delivered to the class of 2012 at Harvard Business School, where he is a professor.

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