There is a psychological element, but I don't think that it's necessarily the most relevant. As I have mentioned in a previous post, I was for a relatively short period of time a full-time organiser. I certainly saw myself as defending the leadership's position and - in a sense - being their representative in the area. As an organiser, you also tend to value those members who are "loyal" rather than those who might be described as loose cannons. In great part, I would now put this down to being a young very keen impressionable revolutionary (and being in awe of those leaders that I was rubbing shoulders with), but there may well be a deeper explanation.
I don't think it's the most relevant, I think it's part of the picture. I don't think you can talk about how a political group operates or think about how we should organise without it. It's a basic political question - can a sound structure prevent rot? What structure is that? Regardless of structure are there tendencies in human relationships that are present in most societies, perhaps in different forms, or are our (mainly) hierarchical organisations necessarily reflective of current social relations either as deliberate political strategy or because they're internalised?
I was a branch sec so I recognise your portrayal of yourself. I don't think being a young impressionable revolutionary is a trivial explanation just because in some ways it's obvious. It's part of an explanation isn't it? We were all young impressionable revolutionaries weren't we? There will be different psychological explanations (depending on your preference) for the processes involved in being young and impressionable in relation to a leadership, but I think it's fairly certain that this kind of political apprenticeship in which the new member identifies with an idealised leadership contributes to undemocratic ways of working. But identifying with people we admire is part of how we learn, it's not a pathology we can avoid with the right structure.
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