Whiplash: (Bad) Leadership Lessons from Terence Fletcher
There are no two words in the English language more harmful than ‘good job.’ —Terrence Fletcher
Here’s another quick exploration of Bad Leadership. In the intense world of Whiplash, Terence Fletcher (played by J.K. Simmons) emerges not just as a music instructor but as a compelling study of bad leadership. His approach, characterized by authoritarianism, emotional manipulation, and unrealistic expectations, reflects several components of Barbara Kellerman’s framework of bad leadership: intemperate, rigid, callous, and perhaps evil.
He Exemplified Authoritarian Control—Terence Fletcher’s leadership in Whiplash epitomizes authoritarian control, asserting dominance through fear and intimidation. Believing in the necessity of extreme pressure and harsh criticism, he masterfully embodies several of Kellerman’s aspects of bad leadership in one character. Perhaps, like in the real world, one individual can embody one or many of Kellerman’s types of bad leadership.
He Engaged in Emotional and Psychological Manipulation—Fletcher’s leadership as the band director is marked by emotional and psychological manipulation, using tactics like humiliation and verbal abuse to motivate his students. As outlined by Kellerman, these behaviors undermine trust and morale and foster a toxic atmosphere. Sadly, concerns that mirror this aspect of the film have long existed in organizations – here is a recent example from Tesla.
He Set Unrealistic Expectations—Throughout the film, Fletcher sets unattainably high standards for his students, pushing them relentlessly beyond their physical and emotional limits. This callousness aligns with a critique of leaders who prioritize outcomes over the well-being of individuals. In recent years, workers have expressed these types of concerns at Amazon have emerged in recent years.
In sum, Whiplash is a powerful exploration of leadership. Interestingly, one could view the film through the lens of followership as well – the students respond to Fletcher with a “resource” mindset (blindly obedient), except for the main character, Andrew, who emerges as an Individualist (thinking for himself). Perhaps most intriguing is that the viewer is left wondering if Fletcher’s tactics worked and did, in fact, move Andrew to work beyond what even he thought was possible. This consideration will spark a lively dialogue.
For further reading:
Bad Leadership by Barbara Kellerman
The Courageous Follower: Standing Up to and for Our Leaders by Ira Chaleff