Fear

Gilbert W. Fairholm
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Gilbert W. Fairholm: Virginia Commonwealth University

Chapter 10 in Overcoming Workplace Pathologies, 2015, pp 135-149 from Springer

Abstract: Abstract Among other ideas leadership presents a conundrum: leaders need to be both analytical and emotional by turns. Psychologists suggest that there is only a small set of basic or innate emotions. Among them is fear. Others include joy, sadness, fright, dread, horror, panic, anxiety, and anger. Fear is frequently related to the specific behaviors of escape and avoidance (Öhman, 2000). People are driven by their emotions. So the problem for leaders is besides being astute decision makers they need to inspire strong emotions in order to persuade people to give their best (Maccoby, Gittel, & Ledeen, 2004). Powerful emotions like fear—or love—direct the action of members of the work community. Effective leaders develop skill in recognizing the presence of fear in their work community and develop strategies to cope with this emotion that, if present, can threaten its stability—even survival. Fear has the potential to create several dangers in the work community. History has been witness to the rise in the catastrophes caused by individuals who are influenced by fear either of their bosses or of someone else trying to gain control of others for their own ends (Adams & Balfour, 2007). Such people often conjure up irrational reasoning as justifications for inducing fear in others even though their reasons may seem logical to them.

Keywords: Corporal Punishment; Knowledge Worker; Work Community; Strong Emotion; Spiritual Leader (search for similar items in EconPapers)
Date: 2015
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DOI: 10.1007/978-3-319-17154-8_10

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