The ability to be self-motivated and lead others is a highly important attribute in the workplace today. Strong leadership ability is on most business education and corporate performance competency lists and there are many philosophies on effective leadership behaviors. A Forbes article states that honesty, commitment, communication, delegation, confidence, positive attitude, creativity, inspiration and intuition are key traits. Business education programs suggest more qualities such as perception, self-assessment, responsiveness, organizational knowledge, motivation, vision and risk-taking. And wisdom from an Inc. article adds characteristics of decisiveness, integrity, support and optimism. Any and all of these can and will contribute to leadership savvy.

From surveys, research, stories and history, there is one method for leading that stands out as inadequate at best and highly damaging at worst -fear.

Fear has several contexts and words to describe it:

• Unpleasant emotion
• Belief that something is dangerous
• Threat of pain
• Anticipation of harm
• Anxious concern
• Reason for alarm

Generally, it is looked upon negatively, considered a weakness in a person, though it can be motivating temporarily.

Where does fear come from?

Given its highly negative connotations, it seems like fear is something to avoid. However, human biology prevents us from doing so, at least initially, because our brain is developed in such a way as to hold onto the impulse of feeling fear with physical triggers. People also feel that same fear with emotional triggers. The amygdala is the part of the human brain dubbed “the reptilian brain,” that provides this autonomic nerve system to bypass the rational mind, and take over to keep us safe in the face of threat. When potential harm arises, a cascade of chemical and hormonal reactions occurs and stuns us and the response is to fight, flight or freeze. This hinders our brain and the executive function’s ability to think and, as a result, make good choices.  It takes at least 10 to 12 seconds before anything balanced can happen in our minds, which is extended if continued triggering occurs. There are common sensations and markers that someone is in fear, and, depending on our personal upbringing and personality, there are often reactions that are particular to individuals.

What is the risk of leading by fear?

If leaders feel fearful themselves, especially if they are unconscious to it, there is a great risk of exhibiting counter-productive behaviors. First, they might be projecting that fear on their team. This is a problem because leaders can then make assumptions about their team’s interests, motivations, and actions and jump to incorrect conclusion. This can derail productivity and crush morale by continuous and repeated misunderstandings. Secondly, leaders can become self-focused, and sometimes perceived as arrogant. While one can get results by using a “stick” or a “carrot,” when leaders use punishment and fear as a motivator, they may find a short-term bump in results, but they risk eventual resistance or disengagement. In the workplace, this could look like a lack of engagement in meetings, delayed response to emails, missed deadlines or negative attitudes. Companies can lose good performers because of the negative impact of being led by fear.

What can be done instead?

First, it is important to be aware and recognize the feeling of fear. Take the time to slow your reaction before acting on impulse. This allows you to make better decisions and positive choices.

Changing habits takes time and practice. Try new ways of leading that promotes more collaborative and positive outcomes. As a bonus, you will find a more balanced internal landscape and will see greater progress, engagement and productivity on the job.