Adriana Sandrine Isaac-Rattan
Because of their personal insecurities, many managers and leaders throughout various institutions lead their teams through a whirlwind of fear causing some people to become afflicted by illnesses (lifestyle diseases).
True and democratic leadership is completely devoid of such negative components and must be addressed urgently once noticed. Fear-based management is quite prevalent in many jurisdictions and fear of intimidation and/or victimisation are usually accepted as a norm by many who feel challenged. Research has shown that managers who use threat and coercion to manage are battling with their own fears. They use unnecessary power and control over their subjects in an effort to shield their fears and protect their egos. Studies further revealed that their professional identity is their only source of personal power and their behaviour and actions towards their subordinates are aligned with the fragility of that power.
Noticeable traits
They teach rather than impart knowledge leaving little or no room for other workable options. Studies also revealed that they are usually unwilling to accept new ideas from their subordinates; members of their team are quickly evaluated to determine whether they are characterised as a predator or prey and would be treated accordingly based on how they’re profiled. Fear and hostility lie on the same side of the coin as they hate when their authority is challenged. They take pleasure in crashing the self-esteem of others in and out of their circle and because of their own lack of self-esteem, they garner trophies and other big things to support their frailty. Humility is absent from their character as it’s all about them.
Stepping out of common boxes is unusual as they’re not interested in trying new things…it’s the rules or nothing. Unfortunately, they believe that they possess the ultimate knowledge of everything and are not interested in exploring anything new. Thought-provoking energies, innovation, and risk would not be in their pockets, as opposed to a confident leader who would engage in conversations around podcasts and/or any new strategies capable of adding value to the current situation.
Recognising & overcoming fear
Fear has become a regular visitor into the minds of many leaders, but the victory lies in their ability to identify and eradicate it. Once fear is entertained (knowingly or unknowingly) into the methods of approach used to engage employees, then their leadership talent and even their integrity would be immediately compromised, and therein lies the potential for the existence of turbulence in the workspace. If you begin to think that you’re inadequate for the position, then attempt to renew your strategies aimed at building your courage.
Being fearful of criticisms is also common; understand that criticisms (whether constructive or destructive) are part of the pathway to success and therefore one must be willing to develop appropriate coping mechanisms. In fact, not being criticised is cause for worry as you probably need to spread your wings wider. Many leaders are afraid to fail…the best leaders in this world have told their stories of failure which guided them to their present place of success. Thinking about not failing may stagnate growth and development. Being unable to communicate effectively is a major concern for many leaders. Not everyone was born to be a great communicator, but it’s wise to identify programmes and/or other resources which can fill this gap.
Leaders must take responsibility and be accountable for their actions and decisions. There have been instances in the past where leaders renege on their responsibility relating to a major decision and blame was placed at the feet of the subordinates when the outcomes of that decision were detrimental to the company. Acting responsibly and defending your subjects are critical to successful leadership. Fear of tarnishing one’s reputation and credibility is yet another major hindrance which can only be defeated by sound preparation and collation of the facts which are necessary to express a credible position.
Why fear-based leadership is ineffective
Leaders operating upon a premise of fear diminishes the level of proximity between them and their team members. This also creates high levels of tension in the environment which limits the amount of work engagement. It causes individuals to adjust their behaviour and mannerisms so as to avoid being targets of criticism and victimisation. It also hinders productivity and innovation, as team members place more emphasis on the fear-based effects which they may be subjected to and less on their performance.
Adriana Sandrine Isaac-Rattan is president of the International Women’s Resource Network.