Are You Addicted to Power? The Ups and Mostly Downs of Being a ‘Fear-Based’ Leader

VERY FEW leaders would admit to being a ‘fear based’ leader.

Despite this, there are workplaces today that remain ‘hotbeds of tyranny’ – offices where managers routinely use fear and intimidation to subjugate their staff.

Unfortunately, when a leader uses fear and domination to control people (instead of trusting their team members and inspiring them to do great things), they are also showing significant fear themselves: as well as a significant lack of self-esteem.

In a recent Forbes.com article, leadership expert Liz Ryan outlines five indisputable signs that such leaders are themselves mired in fear:

1. They thrive on ‘one-upmanship’

Fear-based leaders are constantly worried about others’ overshadowing them. They like nothing better than taking on the role of "teacher", through which they can show others just how to do things: as only they know best.

In other words, it is ‘their way or the highway’. So, when organisations are looking for new leaders, identifying this trait should be high on the agenda - with the possibility of hiring such applicants to be avoided at all costs

2. You are either a friend or a foe

Very often, leaders who thrive on fear, classify everyone they meet into the category of either friend or foe. Anyone who looks like a threat is immediately evaluated as a foe and where possible, cut from that leader’s circle of influence.

Such leaders also often have ‘split personalities’ and, when threatened or questioned, quickly change from charming to hostile. Fearful managers also take great pleasure in snuffing out people’s hopes and aspirations - and enjoy nothing better than squashing other’s self-esteem

3. All that matters is the prize 

Because they do not like themselves, most fear-based leaders are only interested in amassing trophies and accolades to show off to others and prop up their fragile egos. Such leaders regularly brag about how important they are and the huge achievements they have amassed for the organisation, just as soon as you meet them. ‘Big-noting’ themselves is second nature to such managers and therefore, any employees with a modicum of sense, are advised to avoid any unnecessary dealings with such leaders

4. They shy away from new ideas

You can tell a fear-based leader by the reaction they have to new ideas or ways of doing things. Fearful managers never want to learn anything new as they think they already know everything!

They have an aversion to new ideas and innovation and are stuck in the past - recycling old ideas and never coming up with anything exciting or novel. One good way to test whether your boss is a fear-based or a confident leader, is to ask them what new or thought-provoking ideas they have heard lately.

Their response will be a very good indication of how they operate

5. They love to be in control

Because fear-based leaders are insecure, they like nothing better than using measurements, statistics and yardsticks to justify what they do and stay in control. And because they hate improvements, they constantly use statistics to skew things the way they want them, and to keep control. Fortunately, these days, more people are becoming aware of this - and such fear-based leaders are being found out and exposed.

The old saying: “Power corrupts and absolute power corrupts absolutely” is never truer than when it is applied to a fear-based leader.

World-renowned US psychologist David McClelland says the need for power is one of three basic, largely unconscious drives in all human beings.

The others are the needs for affiliation and achievement.