This debate of should leaders be feared or loved has been going on for what feels like forever. Machiavelli, that Renaissance dude, thought fear was the way to go. But is he still right?
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Imagine having a boss who’s a total pain in the neck. You say “good morning” to them out of pure fear, and they’re always putting you on blast in front of everyone else. They’ve got a mouth like a sailor and love to yell at you and your coworkers when they’re stressed out. If you try to talk back or give them your opinion, they’ll just shut you down. Don’t even think about asking them for help – people are terrified to go to them. And when they ask you to meet them, your day is just wasted!
We all probably have or know a boss/supervisor like that. If you don’t know or have one, chances are you might be one. If you are one, you might be the best audience who should read this.
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The age-old debate about whether it’s better for leaders to be feared or loved has persisted for centuries. Niccolò Machiavelli, a Renaissance political philosopher, famously argued in his book ‘The Prince‘ that it is better to be feared than loved, if one cannot be both. He believed that fear is a more reliable motivator than love because fear is rooted in self-preservation, while love is often fickle and conditional.
But is Machiavelli’s ideology still relevant today? Let’s explore both sides of the argument with a modern lens.
The Case for Fear: Machiavelli and Machiavellianism
Machiavelli’s perspective on leadership was shaped by the tumultuous political landscape of his time, where rulers needed to maintain power amidst constant threats. He believed that fear would ensure loyalty, as people are less likely to challenge or betray a leader they fear. This concept has evolved into what we now call Machiavellianism—a personality trait characterized by manipulation, exploitation, and a focus on self-interest. Leaders who embrace Machiavellianism may see short-term gains, as fear can indeed drive immediate compliance and efficiency.
In the field of psychology, Machiavellianism (sometimes abbreviated as MACH) is the personality trait construct characterized by interpersonal manipulation, indifference to morality, lack of empathy, and a calculated focus on self-interest. The more a leader is into manipulation, self-interest focused, and indifferent to morality, the higher mach it is attributed to the person. Machiavellianism is one of the component of the dark-triad psychological theory – along with narcissism and psychopathy. High scores in these traits have been found to statistically cause social distress and create severe problems for organizations, especially if they are in leadership positions. However, the same traits are also associated with some positive outcomes, such as mental toughness and being more likely to embrace challenges.
A modern example could be Steve Jobs, who was known for his demanding and sometimes intimidating management style. Some former employees have described working with Jobs as challenging due to his high expectations and occasional outbursts. However, his relentless pursuit of excellence and refusal to accept anything less than perfection led to the creation of revolutionary products like the iPhone, iPad, and MacBook. Jobs’ leadership style, though feared by some, was undeniably effective in driving innovation and success.
The Case for Love: Building Loyalty and Trust
On the other side of the spectrum, there’s the argument for leading with love—building strong, trusting relationships with employees or followers. A leader who is loved fosters an environment of respect, collaboration, and loyalty. This kind of leadership builds a positive culture where people feel valued, heard, and motivated to contribute their best work.
Consider the example of Satya Nadella, the CEO of Microsoft. Nadella transformed Microsoft’s culture from one that was often described as cutthroat and competitive to one that values empathy, collaboration, and continuous learning. His leadership, rooted in kindness and understanding, has led to a resurgence of Microsoft as a leading technology company, with employees who are deeply committed to the company’s mission and vision.
Contrary to the dark triad, there exists a light triad that consists of three facets: Kantianism (see and treat others as people, not as a means to an end), Humanism (valuing the dignity and worth of each individual), and Faith in Humanity (believing in the fundamental goodness of humans). People and specially leaders with high levels of light triad demonstrated excellent reliability and validity, predicting life satisfaction and a wide range of growth-oriented and self-transcendent outcomes above and beyond existing measures of personality.
Leading with love doesn’t mean being a pushover. It’s about balancing empathy with accountability. Loved leaders earn respect not just because they are kind, but because they genuinely care about their team’s success and well-being. This approach leads to a more sustainable and positive work environment, where people are driven by purpose rather than fear.
The Balance: Is One Better Than the Other?
While both fear and love can be powerful motivators, they lead to very different outcomes. Fear may yield quick results, but it often comes at the cost of long-term loyalty and trust. On the other hand, love may take longer to foster, but it builds a foundation of respect and collaboration that can lead to sustained success.
Leadership today requires more than just commanding respect; it demands emotional intelligence, adaptability, and the ability to inspire others. In a world where employees have more choices and values like diversity, inclusion, and well-being are prioritized, leading with love is not just preferable—it’s necessary.
Conclusion: Leading with Love in Today’s World
In the modern context, leaders who are loved tend to create more positive, innovative, and resilient organizations. While fear can be a useful tool in certain situations, it’s a short-term strategy that often leads to burnout and high turnover.
On the other hand, love builds trust, fosters creativity, and inspires people to go above and beyond because they feel genuinely connected to the leader and the organization’s mission. In a world that increasingly values collaboration, empathy, and social responsibility, leading with love is not only better but essential for long-term success.
In organizations, to optimize the power of leader expectations, the management and leadership team needs to underscore the importance of the values of trustworthiness among their members. It is believed that when organizations focus on developing trust, they will reap the benefits inherent within the Pygmalion effect as employees will be more responsive to their leader’s high expectations and corresponding behaviors.
So, while Machiavelli’s advice might have been sound in his time, the leaders of today and tomorrow should aim to be more loved than feared. Sorry Niccolò!