Given the rewards that most corporate leaders receive these days (an average of over £3million plus bonuses) you might think this is a stupid question when the average wage is around £27,200 ($41,840).
However Roger Jones, a consultant, says ‘Leaders’ unconscious personal fears affect their performance, that of their team, and that of their company‘ according to Carly Chynoweth’s column in the Sunday Times business section.
The number 1 fear, according to the Academy of Chief Executives, is the fear of being found out – or imposter syndrome.
Other fears include worrying about being able to repeat past successes, not living up to past successes in a family business, and losing friends as they get promoted (did no-one tell them it can be lonely at the top?).
These fears can lead to bad decision-making and a loss of perspective. They may also result in poor inter-personal behaviours such as rudeness, problems with anger management, and lack of consistency with their teams.
Unfortunately for the business such behaviours can be emulated by junior staff who think its OK to do it because the CEO does it.
60% of the leaders questioned in Jones’ research (published in the HBR) said their executive teams were affected by fear, that there was an absence of honest conversations, excessive politicking, and a willingness to tolerate bad behaviour.
Executive search companies say they see these behaviours with newly promoted executives at second or third tier. A partner at one of them believes that the growth of psychometric testing might eventually identify those with problematic traits so they can be dealt with where possible (The Hogan series of psychometrics includes on which identifies elements of the dark side triad i.e. sociopathy, narcissism, and machiavellinism).
Jones is also optimistic. “Most leaders can manage their fears. Those who are self-aware are more understanding of what dysfunctional behaviours they may have and they can try to prevent them happening”.
One of the most effective approached is helping leaders develop their emotional intelligence – from improving self-awareness and self-control to managing relationships better.
Of course a lot depends on the culture of the organisation. If your company has an open and helping culture where feedback is freely and honestly exchanged some of these issues might never arise.
And there is some evidence that CEOs who are more guilt-prone can make better leaders.