“Hatred is the most accessible and comprehensive of all the unifying agents. Mass movements can rise and spread without belief in a god, but never without a belief in a devil.”
“The quality of ideas seems to play a minor role in mass movement leadership. What counts is the arrogant gesture, the complete disregard of the opinion of others, the singlehanded defiance of the world.”
― Eric Hoffer, The True Believer
***
It needs the iron will, daring and vision of an exceptional leader to concert and mobilize existing attitudes and impulses into the collective drive of a mass movement. The leader personifies the certitude of the creed and the defiance and grandeur of power. He articulates and justifies the resentment dammed up in the souls of the frustrated. He kindles the vision of a breathtaking future so as to justify the sacrifice of a transitory present. He stages the world of make-believe so indispensable for the realization of self-sacrifice and united action. He evokes the enthusiasm of communion—the sense of liberation from a petty and meaningless individual existence.
What are the talents requisite for such a performance?
Exceptional intelligence, noble character and originality seem neither indispensable nor perhaps desirable. The main requirements seem to be: audacity and a joy in defiance; an iron will; a fanatical conviction that he is in possession of the one and only truth; faith in his destiny and luck; a capacity for passionate hatred; contempt for the present; a cunning estimate of human nature; a delight in symbols (spectacles and ceremonials); the unbounded brazenness which finds expression in a disregard of consistency and fairness; a recognition that the innermost craving of a following is for communion and that there can never be too much of it; a capacity for winning and holding the utmost loyalty of a group of able lieutenants. This last faculty is one of the most essential and elusive. The uncanny powers of a leader manifest themselves not so much in the hold he has on the masses as in his ability to dominate and almost bewitch a small group of able men. These men must be fearless, proud, intelligent and capable of organizing and running large-scale undertakings, and yet they must submit wholly to the will of the leader, draw their inspiration and driving force from him, and glory in this submission.
Not all the qualities enumerated above are equally essential. The most decisive for the effectiveness of a mass movement leader seem to be audacity, fanatical faith in a holy cause, an awareness of the importance of a close-knit collectivity, and, above all, the ability toevoke fervent devotion in a group of able lieutenants. (...)
What are the talents requisite for such a performance?
Not all the qualities enumerated above are equally essential. The most decisive for the effectiveness of a mass movement leader seem to be audacity, fanatical faith in a holy cause, an awareness of the importance of a close-knit collectivity, and, above all, the ability toevoke fervent devotion in a group of able lieutenants. (...)
91
The crude ideas advanced by many of the successful mass movement leaders of our time incline one to assume that a certain coarseness and immaturity of mind is an asset to leadership. However, it was not the intellectual crudity of an Aimee McPherson or a Hitler which won and held their following but the boundless self-confidence which prompted these leaders to give full rein to their preposterous ideas. A genuinely wise leader who dared to follow out the course of his wisdom would have an equal chance of success. The quality of ideas seems to play a minor role in mass movement leadership. What counts is the arrogant gesture, the complete disregard of the opinion of others, the singlehanded defiance of the world.
Charlatanism of some degree is indispensable to effective leadership. There can be no mass movement without some deliberate misrepresentation of facts. No solid, tangible advantage can hold a following and make it zealous and loyal unto death. The leader has to be practical and a realist, yet must talk the language of the visionary and the idealist.
Originality is not a prerequisite of great mass movement leadership. One of the most striking traits of the successful mass movement leader is his readiness to imitate both friend and foe, both past and contemporary models. The daring which is essential to this type of leadership consists as much in the daring to imitate as in the daring to defy the world. Perhaps the clue to any heroic career is an unbounded capacity for imitation; a single-minded fashioning after a model. This excessive capacity for imitation indicates that the hero is without a fully developed and realized self. There is much in him that is rudimentary and suppressed. His strength lies in his blind spots and in plugging all outlets but one.
92
The total surrender of a distinct self is a prerequisite for the attainment of both unity and self-sacrifice; and there is probably no more direct way of realizing this surrender than by inculcating and extolling the habit of blind obedience. When Stalin forces scientists, writers and artists to crawl on their bellies and deny their individual intelligence, sense of beauty and moral sense, he is not indulging a sadistic impulse but is solemnizing, in a most impressive way, the supreme virtue of blind obedience. All mass movements rank obedience with the highest virtues and put it on a level with faith: “union of minds requires not only a perfect accord in the one Faith, but complete submission and obedience of will to the Church and the Roman Ponti' as to God Himself.” (...)
94
The frustrated are also likely to be the most steadfast followers. It is remarkable, that, in a co-operative effort, the least self-reliant are the least likely to be discouraged by defeat. For they join others in a common undertaking not so much to ensure the success of a cherished project as to avoid an individual shouldering of blame in case of failure. When the common undertaking fails, they are still spared the one thing they fear most, namely, the showing up of
their individual shortcomings. Their faith remains unimpaired and they are eager to follow in a new attempt. The frustrated follow a leader less because of their faith that he is leading them to a promised land than because of their immediate feeling that he is leading them away from their unwanted selves. Surrender to a leader is not a means to an end but a fulfillment. Whither they are led is of secondary importance.
The crude ideas advanced by many of the successful mass movement leaders of our time incline one to assume that a certain coarseness and immaturity of mind is an asset to leadership. However, it was not the intellectual crudity of an Aimee McPherson or a Hitler which won and held their following but the boundless self-confidence which prompted these leaders to give full rein to their preposterous ideas. A genuinely wise leader who dared to follow out the course of his wisdom would have an equal chance of success. The quality of ideas seems to play a minor role in mass movement leadership. What counts is the arrogant gesture, the complete disregard of the opinion of others, the singlehanded defiance of the world.
Charlatanism of some degree is indispensable to effective leadership. There can be no mass movement without some deliberate misrepresentation of facts. No solid, tangible advantage can hold a following and make it zealous and loyal unto death. The leader has to be practical and a realist, yet must talk the language of the visionary and the idealist.
Originality is not a prerequisite of great mass movement leadership. One of the most striking traits of the successful mass movement leader is his readiness to imitate both friend and foe, both past and contemporary models. The daring which is essential to this type of leadership consists as much in the daring to imitate as in the daring to defy the world. Perhaps the clue to any heroic career is an unbounded capacity for imitation; a single-minded fashioning after a model. This excessive capacity for imitation indicates that the hero is without a fully developed and realized self. There is much in him that is rudimentary and suppressed. His strength lies in his blind spots and in plugging all outlets but one.
92
The total surrender of a distinct self is a prerequisite for the attainment of both unity and self-sacrifice; and there is probably no more direct way of realizing this surrender than by inculcating and extolling the habit of blind obedience. When Stalin forces scientists, writers and artists to crawl on their bellies and deny their individual intelligence, sense of beauty and moral sense, he is not indulging a sadistic impulse but is solemnizing, in a most impressive way, the supreme virtue of blind obedience. All mass movements rank obedience with the highest virtues and put it on a level with faith: “union of minds requires not only a perfect accord in the one Faith, but complete submission and obedience of will to the Church and the Roman Ponti' as to God Himself.” (...)
93
People whose lives are barren and insecure seem to show a greater willingness to obey than people who are self-sufficient and selfconfident. To the frustrated, freedom from responsibility is more attractive than freedom from restraint.They are eager to barter their independence for relief from the burdens of willing, deciding and being responsible for inevitable failure. They willingly abdicate the directing of their lives to those who want to plan, command and shoulder all responsibility. Moreover, submission by all to a supreme leader is an approach to their ideal of equality. In time of crisis, during foods, earthquakes, epidemics, depressions and wars, separate individual effort is of no avail, and people of every condition are ready to obey and follow a leader. To obey is then the only firm point in a chaotic day-by-day existence.
94
The frustrated are also likely to be the most steadfast followers. It is remarkable, that, in a co-operative effort, the least self-reliant are the least likely to be discouraged by defeat. For they join others in a common undertaking not so much to ensure the success of a cherished project as to avoid an individual shouldering of blame in case of failure. When the common undertaking fails, they are still spared the one thing they fear most, namely, the showing up of
their individual shortcomings. Their faith remains unimpaired and they are eager to follow in a new attempt. The frustrated follow a leader less because of their faith that he is leading them to a promised land than because of their immediate feeling that he is leading them away from their unwanted selves. Surrender to a leader is not a means to an end but a fulfillment. Whither they are led is of secondary importance.
by Eric Hoffer, The True Believer | Read more (pdf):
Image: The True Believer
[ed. I remember this book having a profound effect on me in college. Thinking of it again, I pulled it down from a shelf and randomly started reading a few chapters. Here are the first few things I read. Eric Hoffer was a longshoreman who worked on the docks of San Francisco for most of his adult life. In his spare time he became a self-taught philosopher and eventually published several well-received books. This one, written in 1951, is probably one of his most famous. See a few reviews: here, here, here, and here.]
