Fostering a Positive Work Environment: Nurturing Compliance without Resorting to Fear

After spending two decades working abroad, the prospect of returning to the Philippines triggered a specific concern: adapting to the local work culture. One distinctive aspect that stood out was the hesitancy among Filipinos to express their opinions, especially towards superiors. Unlike some other cultures, assertiveness is not a hallmark of Filipino communication, a lesson I learned firsthand from a forthright foreign boss.

His blunt remark, "Catherine, respect has got nothing to do with speaking one's mind," remains etched in my memory. Though the exact circumstances leading to this feedback escaped me, I recall explaining that in Filipino culture, responding assertively to a senior, whether in agreement or disagreement, is often perceived as disrespectful. The ingrained belief was to maintain silence as a sign of virtue and respect, regardless of the situation.

During my tenure as a Call Centre Agent in 2019 when we were informed about the CEO's impending visit. Witnessing the palpable tension among managers, it struck me that the prevailing work culture seemed to treat executives as fearsome entities. This was in stark contrast to my experience in a Gulf country, where a CEO could casually engage in conversations with employees without instilling fear.

This stark contrast highlights a prevalent tragedy in Filipino management styles and work cultures, where hierarchical structures can lead to an unhealthy and intimidating atmosphere.

In a subsequent job interview, I found myself candidly addressing my hiring manager. I asserted that unlike many employees he might have encountered, I wouldn't always agree with him. I made it clear that if I identified issues that needed attention, I would not hesitate to express my thoughts openly. This upfront communication aimed to set the expectation that I valued transparency and would not conform to a culture of silence, promoting a workplace where constructive dialogue could flourish.

Why do Managers resort to fear?

Managers resorting to fear as a management style is often counterproductive and can harm the work environment and employee performance. While there isn't a single answer that applies to all situations, here are some possible reasons why managers might resort to fear:

1. Lack of Leadership Skills: Some managers may lack the necessary leadership skills to motivate and guide their team effectively. Using fear may be an attempt to assert control when other leadership qualities are lacking.
2. Pressure to Deliver Results: Managers may be under significant pressure to deliver results, meet targets, or achieve certain objectives. In such situations, they may resort to fear as a way to push their team to work harder and faster.
3. Insecurity or Inadequacy: Managers who feel insecure or inadequate in their roles may resort to fear as a way to mask their shortcomings. Creating a culture of fear may provide a false sense of control for such managers.
4. Traditional Management Styles: Some managers may have been trained or have experienced leadership in environments where fear-based management was the norm. They may continue this approach because it's what they know, even if it's outdated and ineffective.
5. Lack of Emotional Intelligence: Managers who lack emotional intelligence may struggle to understand and respond to the needs and concerns of their team members. Fear can be an easy, albeit destructive, way to exert influence without navigating more complex interpersonal dynamics.
6. Organizational Culture: In some cases, the overall culture of an organization may inadvertently promote fear-based management. If this behavior is tolerated or even encouraged at higher levels, managers may adopt similar approaches.
7. Misguided Belief in Performance Improvement: Some managers mistakenly believe that fear will enhance performance and productivity. They may think that creating a high-stress environment will push employees to excel. However, research consistently shows that fear is not a sustainable or effective motivator.

Organizations need to recognize the negative impact of fear-based management and promote leadership styles that focus on collaboration, communication, and employee development. Creating a positive and supportive work environment is generally more conducive to long-term success and employee well-being.