FEAR AND LEADERSHIP
Fear is big. It's bigger than we could have imagined.
FEAR AND LEADERSHIP
Brave and emotionally intelligent leaders are essential for brave businesses
Leaders fear compromising their authority by making a risky decision.
Taking responsibility for a decision can be nerve-wracking, meaning many leaders may say no to a new idea simply because they feel fear.
However, saying no is also a way to avoid risking power. Saying no maintains the status quo, whereas saying yes and taking a risk on someone else's idea could cause reputation damage for the leader if the idea doesn’t work out.
But without inspiring, brave leadership, teams get stuck in a rut.
Though the skill of employees is seen as essential for the success of any change programme, leadership is seen as key component of both potential successes and failures. Brave leadership must be backed up by a real willingness to change as well as an effective strategy.
Leaders don’t always recognise the fear in their teams.
Low fear individuals in general are less likely to notice fear and its effects on others. Those surveyed were typically less emotionally aware, not recognising that ⅓ of their team is likely to feel persistent fear at work.
Low fear leaders, in particular, underestimate their ability to improve culture and create a sense of psychological safety. Instead putting fear down to an individual’s own issue that doesn’t require their intervention.
Saying no to new ideas might make leaders feel powerful in the short term, but in the longer term it can undermine growth.
Great leaders understand how fear shows up in their teams, and use their power to bolster their people, and create psychologically safe cultures where ideas can thrive.
Next, find out how fear can impact the wider company culture, through the relationships we form...
