An Initial Framework for the Role of Leader Fear in the Knowing-Doing Gap of Leadership

Abstract

Purpose

We take an affect-based approach to theoretically introduce and explore the knowing-doing gap of leadership. We focus on the emotion of fear that managers may experience in the workplace, and how it may influence the transfer of their leadership knowledge into leadership action.

Methodology/approach

We use Affective Events Theory as our underlying theoretical lens, drawing on emotional, cognitive, and behavioral mechanisms to explain the role of fear in the widening and bridging of the knowing-doing gap of leadership.

Findings

We theoretically explore the interplay between leader fear, the leadership contexts, and the knowing-doing gap of leadership. From this, we develop a multidimensional theoretical framework on the influence of leader fear on the knowing-doing gap of leadership.

We highlight how fear and the knowing-doing gap of leadership may be influenced by and potentially impact on individual managers and their leadership contexts.

Originality/value

Our initial theoretical framework provides a starting point for understanding fear and the knowing-doing gap of leadership. It has implications for future research to enhance our understanding of the topic, and contributes toward existing approaches on leadership development as well as emotions and leadership.

Citation

Ahmadi, A., Vogel, B. and Collins, C. (2016), "An Initial Framework for the Role of Leader Fear in the Knowing-Doing Gap of Leadership", Emotions and Organizational Governance (Research on Emotion in Organizations, Vol. 12), Emerald Group Publishing Limited, Leeds, pp. 313-340. https://doi.org/10.1108/S1746-979120160000012011