Fueled by a Fearful Leader: When, to What Extent and How Leader Fear of COVID-19 Promotes Employee Performance

In today's fast-paced and uncertain world, the COVID-19 pandemic has reshaped our daily lives and profoundly impacted how organizations operate. As businesses navigate through these turbulent times, the demand for high-performing teams has never been greater. However, amidst the chaos and uncertainty, leaders themselves often grapple with their own fears and anxieties triggered by the pandemic. Our research suggests that these fearful states among leaders might actually hold the key to unlocking enhanced team performance. Let's explore this intriguing phenomenon and how leaders can harness their fears to propel their teams toward success.

Understanding the Landscape: Fear in the Workplace

The COVID-19 pandemic has unleashed a wave of fear across various aspects of life, including the workplace. Leaders tasked with steering their teams through these challenging times often find themselves grappling with uncertainties and anxieties. The fear of losing organizational competitiveness or concerns about the mental well-being of their team members looms large. While conventional wisdom dictates that such negative emotions are detrimental to leadership effectiveness, we suggest otherwise.

Fear as a Catalyst

Contrary to popular belief, we have unearthed a surprising correlation between leaders' fear of COVID-19 and enhanced team performance. How is this possible? The answer lies in the intricate interplay between positive affectivity and fear. Leaders with higher levels of positive emotions, coupled with a healthy dose of fear, were found to be more adept at promoting team goals and fostering team commitment. This unique combination of emotions serves as a catalyst for driving employee performance amidst uncertainty.

Finding the Sweet Spot

Interestingly, the relationship between leader fear of COVID-19 and team performance isn't straightforward. It's not simply about experiencing fear but rather about finding the right balance. Research suggests that moderate levels of fear, coupled with positive affectivity, yield the most significant benefits for team performance. This nuanced understanding underscores the importance of emotional moderation in leadership during times of crisis.

Practical Insights for Leaders

So, what can leaders take away from these findings? Firstly, it's essential to recognize that experiencing fear isn't inherently detrimental. Instead, when combined with positive emotions, fear can serve as a potent motivator for driving team success. Secondly, organizations can invest in training programs to cultivate leaders' positive affectivity, thereby equipping them with the tools to constructively navigate fear. Moreover, leaders should focus on promoting team goals and fostering team commitment, particularly during times of crisis, to harness the full potential of their teams.

Conclusion: Redefining Leadership in Uncertain Times

In conclusion, the traditional notion that leader negative emotions are unequivocally harmful is being challenged by emerging research. By adopting a nuanced understanding of emotions, particularly fear, leaders can leverage their emotional landscape to foster team success. As we navigate the complexities of the COVID-19 pandemic and beyond, it's imperative for leaders to embrace their fears and channel them towards inspiring their teams towards greatness. After all, in the face of adversity, it's not the absence of fear that defines great leadership but rather the courage to confront it head-on.

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Authors at the Department of Management

Francesco Montani – Associate Professor

Academic disciplines: Organization and Human Resource Management

Teaching areas: Human Resource Management, Organization and Leadership

Research fields: Creativitiy, Innovation, Mindfulness, Compassion

Breve biografia max 400 caratteri spazi inclusi

Francesco Montani is Senior Assistant Professor of Organization and Human Resource Management in the Department of Management at the University of Bologna. His current research interests embrace employee innovation, mindfulness and compassion in organizational contexts. He is member of Journal of Organizational Behavior Editorial Review Board.