), Kets de Vries shows that an organization can be explained and understood in terms of not always healthy psychodynamics between leaders and followers, even--or especially--when the leaders have charisma. Some leaders exhibit a quality of "mirroring," making followers see what the executives want them to see--often an illusion. Kets de Vries cites Ronald Reagan, who articulated a philosophy of fiscal conservatism while specifically and programmatically more than doubling the national debt during his tenure as president. Other leaders are power-hungry narcissists whose sense of self is in chaos (p. 29), with potentially disastrous organizational consequences. There is outright toxicity in leaders who do not honor or cannot recognize the importance and role of emotion in organizational life. Leaders who are detached (pp. 79-80), absorbed by systems instead of people on
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