Consider a manager you thought was a poor leader. Avoided decisions, micromanaged, played favourites, went radio silent on feedback. These behaviours are infuriating, and they are also expensive — they destroy engagement, trust and productivity. This paper argues the cause is usually fear.
Fearful leadership
Many managers lack connection with their people because they fear being vulnerable. They speak to their people out of fear: fear of failure, fear of imperfection, fear of being exposed, fear of a lack of control. Their communication, or lack of it, exists to gain control, avoid vulnerability and contain the situation.
The hallmarks of fearful leadership are subtle but corrosive: overly controlling management styles that stifle creativity and autonomy, and a reluctance to communicate transparently, which reliably produces rumour, gossip and misunderstanding. Fearful leaders prioritise short-term gains, because directive, short communication saves the manager from engaging with the workforce.
The workplace becomes tense, anxious and work-security conscious. An unconscious fear of losing control has created a fearful, unproductive working environment.
Leadership dichotomies
A useful way to consider fearful leadership is through a series of leadership dichotomies — contrasting conditions from low to high.
In the lower conditions the leader lacks an understanding of their own emotions and of the needs of their people, and is focused on self-satisfaction. They are tending to their own emotional needs only, and performance is low.
In the highest conditions the leader puts their emotional needs last, because they have understanding and control of those emotions. They put the needs of their people first, knowing that doing so will ultimately see their own needs met.
Leading in fear, or through fear, is not emotionally intelligent leadership.