WHEN LOYALITY LEADS TO MISTRUST

Speaking in generalities for a moment, a frequently asked question is how is it that poor or unpopular leaders of organisations are able to sustain themselves in positions of authority for so long?

The answer is that they do not – and indeed cannot – do so alone. Instead, they must organise a network of ultraloyal lieutenants who will act as both enforcers of the leader’s will and as a kind of secret police reporting back to the centre anyone guilty of dissent or “speaking out”.

In a school or college, they may have titles such as deputy head or vice-principal and their loyalty to the leadership can be purchased in a variety of ways.

Most common is, of course, job promotion, but once that has reached its limit within an organisation where the only other step is the top position, then other methods of reward must be sought.

Thus emerges a system of patronage whereby the lieutenants are able to secure positions – however undeserved they may be – for family members or friends.

Understanding how they arrived in their role, the new recruit also then becomes one the loyalists.

What thus emerges is a division between “ins”, unquestionably loyal to the top, and “outs”, who are fearful and mistrustful of the others.

None of this is new and none of it should surprise us – but it is worth recalling.