The Hidden Psychological Components Of False Calm Leadership

Anyone working in an organization will, at some point in their career, need to confront and unpack the complexities of a “False Calm Leader”. We all know this person. They present a facade of tranquility and composure, often times concealing turbulent undercurrents beneath the surface. And this is where the problems start. Let's dissect some of the layers and reveal the psychological drivers behind this potentially destructive style of leadership.

1. Repression as a Leadership Defense Mechanism. FCL’s often build their leadership presence upon a foundation of repressed emotions. Rather than addressing and processing feelings of uncertainty, fear, or doubt, they bury them deep within, projecting an unwavering facade to their teams and colleagues. However, this suppression can create a breeding ground for unresolved tensions, undermining trust and cohesion within their team. Research in leadership psychology aligns with early Freudian psychoanalytic theory, suggesting that these types of leaders may employ repression as a defense mechanism to cope with perceived threats to their authority (Freud, 1915).

?2. Fear of Vulnerability in Leadership. Beneath the veneer of calmness often lies deep-seated fears of vulnerability. False Calm Leaders are hesitant to reveal their true emotions, fearing it may undermine their authority or invite criticism from their team. Consequently, they maintain a composed exterior, shielding themselves from the perceived risk of appearing weak or indecisive. Studies on leadership vulnerability by Brené Brown illuminate how leaders often perceive vulnerability as a liability, leading them to adopt a shield of false composure (Brown, 2012).

?3. Control as a Leadership Strategy.? Control becomes a central tenet of False Calm Leadership. These leaders meticulously micromanage tasks and interactions, striving to maintain an illusion of order and stability within their team. However, this relentless pursuit of control can stifle creativity and autonomy, fostering an environment of dependency rather than empowerment. Albert Bandura's theory of self-efficacy suggests that leaders may gravitate towards controlling behaviors as a means of mitigating their own anxieties and uncertainties in leadership roles (Bandura, 1977).

?4. Escapism and Avoidance in Leadership. Instead of confronting challenges head-on, False Calm Leaders often resort to escapism and avoidance tactics. They immerse themselves in busywork or delegate difficult decisions, evading the discomfort of addressing underlying issues within the team. However, this avoidance only perpetuates unresolved tensions and impedes meaningful progress. Cognitive-behavioral theories of leadership support how avoidance strategies can undermine a leader's ability to effectively address team challenges and foster growth (Beck, 1976).

?5. Manipulative Tendencies in Leadership. Behind the facade of calmness lies a propensity for manipulation. False Calm Leaders may employ subtle coercion or emotional manipulation to maintain their authority and control over their team. However, these manipulative tactics erode trust and undermine morale, ultimately impeding the team's ability to achieve its goals authentically. Machiavellianism, a personality trait associated with manipulativeness and cynicism, can manifest in these types of leadership contexts, leading to the adoption of manipulative strategies (Christie & Geis, 1970).

?While these five dimensions are just the tip of the proverbial iceberg regarding False Calm Leadership, it is important to understand that these types of leadership complexities are becoming more pronounced as the world of work becomes more fluid, less cohesive, and increasingly demanding, all at once. The False Calm Leader is a complex, yet common persona that poses a challenge to modern organizations. The majority of employees simply do not have the psychological knowledge or motivation for identifying and understanding the complexities of the false calm leader and what to do to make it better to work with them.??On the surface, the veneer of calmness presented, projects an illusion of strength and stability. However, when stressors increase, so to do the inconsistent and conflicting behaviours/actions. This is why it is critical to recognize the hidden vulnerabilities and tensions lurking beneath the surface of the False Calm Leader.

?Only by acknowledging and addressing the underlying psychological components of false calm leadership can these individuals access and cultivate authentic, empowering leadership styles that foster trust, collaboration, and growth within their teams.

?If this brief post has sparked interest for you, please leave a comment and I can delve deeper into each aspect of False Calm Leadership.

Be well.

RK.?

References:

Bandura, A. (1977). Self-efficacy: Toward a unifying theory of behavioral change. Psychological Review, 84(2), 191–215.

Beck, A. T. (1976). Cognitive therapy and the emotional disorders. New York: International Universities Press.

Brown, B. (2012). Daring greatly: How the courage to be vulnerable transforms the way we live, love, parent, and lead. Penguin.

Christie, R., & Geis, F. L. (1970). Studies in Machiavellianism. Academic Press.

Freud, S. (1915). The unconscious. Standard Edition, 14, 159-204.