The American presidential election of 2020 ended in the early hours of Thursday 7 January 2021, when the US Congress counted and certified the ballots of the Electoral College in the aftermath of a violent, Trump-supporting mob breaching the US Capitol. The spectacle of this assault may be analyzed for years to come, yet it is immediately clear that it was the result of authoritarian impulses on the part of the defeated president. Critical Leadership Studies has concerned itself with the ‘problematization’ of leadership theory, often examining distributions of power both within society and within the discipline itself. This article takes its title from Brené Brown’s podcast, ‘Unlocking Us’, torqueing it in an effort to understand these events and their causes as a group dynamic that manifested between Trump and his supporters. I also make the argument that the anxiety fomented and falsely contained by Trump has its deeper origins in what Kuhn labeled ‘paradigm shifts’. To deconstruct the kind of leadership that took place in the run-up to and the aftermath of the 2020 election—darkly charismatic, authoritarian, and cultish—I employ three lenses of analysis: paradigm shifts as progenitors of crisis; ‘basic assumption’ patterns of work avoidance in groups; and ‘holding environments’ as the imposition of salutary boundaries that foster growth. In combination, these three lenses offer an interpretation of recent events in America that enhances the dialectical approach proposed by Critical Leadership Theory.

Sensemaking is an ongoing act of constructing a reality to be interpreted. While numerous articles have explored the notion of sensemaking in organizations, far fewer have examined it through the empirical prism of an individual case of sensemaking, with the notable exception of Weick’s seminal contribution and formulation, “The Collapse of Sensemaking in Organizations: The Mann Gulch Disaster” (1993). In this article, we seek to build on the literature of sensemaking in organizations by offering an analysis of the actions of former Republican Senator Jeff Flake, whose leadership interventions we interpret as efforts at sensemaking in the era of Trump. In this context, we focus on the US Senate as an organ of sensemaking established by the framers of the Constitution to be relied upon in times of disruption, confusion, and chaos—a check on presidential power established by the framers of the US Constitution to provide prospective sensemaking for uncharted waters. In analyzing the case of Jeff Flake as sense-maker, we rely on certain definitions of leadership embedded in the era of post-truth. We conclude that Flake’s actions may be seen as a distant mirror (to quote Tuchman, 1978) of Weick’s treatment of the storied smokejumper Wag Dodge—a sense-maker whose persuasive powers failed him in the moment, only to be viewed in retrospect as the one who paved the way forward toward survival in the midst of a “cosmological episode.”

The Cuban missile crisis of October 1962 cannot be over‐studied for the lessons it teaches about leadership. As documents have become declassified, it has now become known that President Kennedy and his team of advisors considered the crisis from multiple angles, ranging from a traditional response to perceived aggression to transactional leadership—in this case, secretly trading the removal of Soviet missiles in Cuba for the removal of American missiles in Turkey. The resolution of the Cuban missile crisis involved more than transactional leadership, however. In the complex negotiations that followed the discovery of the missiles, President Kennedy and his team of advisors experienced an evolution in their thinking, while operating under intense strain. The conceptual frameworks that best describe Kennedy's leadership in this context are Voegelin's notion of historical consciousness and Heifetz's conceptions of adaptive leadership.

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