Scaredheads: Characteristics of fear-driven leadership

What it’s all about

The emotional intelligence of managers plays a key role in everyday working life. An important aspect here is how managers deal with fear, as it has a significant impact on behaviour and decision-making. Fear-driven behaviour has a negative impact on the organisation, the team and general working conditions. The characteristics of scaredheads, i.e. leaders who are driven by fear, are explained below.

Hesitant decision-making behaviour

They often display very reserved decision-making behaviour. They avoid making decisions quickly for fear of possible negative consequences. This behaviour leads to delays in processes and uncertainty throughout the leader’s sphere of influence.

Excessive control and micromanagement

They tend to excessively control their employees and processes. Micromanagement is a common symptom, as they fear losing control and risk making mistakes as a result.

Avoidance of responsibility

Another characteristic is the tendency to take on responsibility or pass it on to others. These individuals fear the consequences of mistakes and prefer to stay on safe ground by denying or delegating responsibility.

Excessive focus on risk minimisation

They focus strongly on minimising risks. This leads to a conservative attitude in which innovation and new ideas are suppressed in order to avoid known risks.

Communication problems

They often find it difficult to communicate openly and clearly and withhold information for fear of showing weakness or provoking negative reactions. This results in a lack of transparency and trust within the team.

Defensive behaviour

They show defensive behaviour, especially when criticised or when problems arise, are hypersensitive to feedback and tend to justify themselves or become defensive.

Lack of vision and long-term planning

This type of leader has difficulty developing a clear vision and making long-term plans. They tend to focus on short-term problems and immediate actions, which hinders the strategic direction of the organisation.

Weakness in decision-making in the face of uncertainty

In uncertain situations, they show a clear weakness in decision-making. They are reluctant to make decisions when not all the information is available or when the outcome is uncertain.

Lack of willingness to delegate

They have difficulty delegating tasks because they fear that the work will not be done properly. This leads to an overload for the manager and inefficient utilisation of team resources.

Low employee development

Scaredheads invest less in the development of their employees because they fear that well-trained and self-confident staff could threaten their position.

Conflict avoidance behaviour

They avoid or suppress conflicts instead of dealing with them openly and constructively. This results in a tense working atmosphere and unspoken tensions within the team.

Excessive perfectionism

Perfectionism is another characteristic that can indicate fear. Scareheads often set unrealistically high standards for themselves and their employees, which can lead to stress and frustration.

Frequent mood swings

Anxiety can express itself in an unstable emotional state. Managers who are influenced by anxiety often show sudden and unpredictable mood swings, which have a negative impact on the working environment.

Low willingness to take risks

Another sign is a low willingness to take risks in the sense of avoiding breaking new ground or pursuing innovative ideas for fear of failure.

Excessive caution in the face of change

Change is particularly difficult for anxiety-driven managers. They are reluctant to make necessary adjustments or adapt to changing conditions for fear of the uncertainties involved.

Low self-confidence

A lack of self-confidence is often a reason for fear-driven behaviour. These managers doubt their own abilities and decisions, which impairs their effectiveness and decision-making ability.

High sensitivity to criticism

Scaredheads are often very sensitive to criticism. They take feedback personally and have difficulty accepting constructive criticism and learning from it.

Tend to apportion blame

They also tend to blame others for mistakes in order to protect their own position.

Withdrawal in times of crisis

In times of crisis, they avoid taking centre stage or making difficult decisions. This significantly impairs the team’s trust in the manager.

Lack of willingness to innovate

Finally, fear also manifests itself in a lack of willingness to innovate. Managers who are afraid of the unknown tend to stick to tried and tested methods and avoid new approaches.

Conclusion

The above characteristics are typical indicators that a manager is driven by fear. These behaviours can have a significant negative impact on the organisation and employees as they lead to inefficiency, lack of innovation and a poor working environment. Awareness of these characteristics is the first step in recognising the effects of fear in leadership and taking appropriate action.

Further reading

• Edmondson, A. C. (2019). The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth. John Wiley & Sons.
• Kets de Vries, M. F. (2014). Fear Factor: How Fear Impacts Organizations and What We Can Do About It. INSEAD Working Paper No. 2014/07/EFE.
• Ferrazzi, K. (2014). Leading Without Authority: How the New Power of Co-Elevation Can Break Down Silos, Transform Teams, and Reinvent Collaboration. Crown Business.
• Lencioni, P. (2002). The Five Dysfunctions of a Team: A Leadership Fable. Jossey-Bass.
• Edmondson, A. C., & Lei, Z. (2014). Psychological Safety: The History, Renaissance, and Future of an Interpersonal Construct. Annual Review of Organizational Psychology and Organizational Behavior, 1(1), 23-43.
• Sull, D., Turconi, S., & Sull, C. (2020). Turning Crisis into Opportunity: Preparing for a New Upswing. MIT Sloan Management Review, 61(4), 1-10.
• Edmondson, A. C., & Zhike, L. (2022). The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth. Harvard Business Review Press.
• Kegan, R., & Lahey, L. L. (2009). Immunity to Change: How to Overcome It and Unlock Potential in Yourself and Your Organization. Harvard Business Press.
• Edmondson, A. C. (2018). The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth. John Wiley & Sons.
• Edmondson, A. C. (2003). Speaking Up in the Operating Room: How Team Leaders Promote Learning in Interdisciplinary Action Teams. Journal of Management Studies, 40(6), 1419-1452.

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