Most People Hate This One Leadership Style — Here's How to Avoid It Don't be a leader who undermines effective decision-making and strains relationships.
By John Rampton Edited by Mark Klekas
Opinions expressed by BIZ Experiences contributors are their own.
All leaders can find themselves facing situations that induce panic. It's only natural; we are hardwired to panic. Over time, we've developed this instinct to react when we see something unexpected, surprising or strange.
There are times when this instinct manifests itself in the workplace as well. Whether it's harsh feedback, an agitated email, or a mere rumor, immediate overreaction is possible and fairly common. In turn, our first reaction is to assume the worst-case scenario, and we can make bad decisions as leaders because of it. If left unchecked, you can adopt this type of leadership style that will have consequences for your ability to inspire and manage.
This type of leadership is called "panic leadership." It often occurs when decisions are made due to urgency, fear or overwhelming pressure. To thrive and ensure an effective work environment, you need to understand panic leadership, when it might be necessary and how to recover from it.
What is panic leadership?
It's a leadership style that takes actions driven more by fear and urgency rather than rational thought and strategic planning. It's a reactive style of leadership.
Leaders who are caught up in panic leadership may be constantly battling fires, making decisions based on incomplete information and prioritizing quick fixes over sustainable solutions. As a result, it can damage both the leader and the organization in the long run.
While panic leadership does not always mean poor leadership, it can be harmful. After all, even under pressure, the ability to make quick, strategic decisions is essential. Honestly, that's usually when it's most important. Leaders must be able to balance urgency and strategy.
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When does panic leadership occur?
The emergence of panic leadership is generally associated with high stress or uncertainty, such as:
- Unpredictable or overwhelming crises. In chaotic, complex, and difficult situations, leaders may react knee-jerk and resort to actions they would not normally take.
- Lack of clear direction or preparedness. It may be difficult for leaders to make informed decisions if their organizations lack contingency plans and inadequate communication channels.
- Rapid change. Leaders may make impulsive decisions during significant changes in an organization, such as mergers and acquisitions.
- Personal fears or anxiety. Those who are anxious or afraid may project those feelings onto their decisions.
- Lack of confidence. In order to compensate for a lack of confidence in their abilities or their team, leaders may resort to panic leadership.
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What are the characteristics of panic leadership?
Panic leadership tends to be accompanied by heightened anxiety and stress, which clouds judgment. Frustration and impatience may also lead to strained relationships with their team. Furthermore, a pervasive sense of urgency can lead to a reactive rather than proactive approach to problem-solving.
Panic-stricken leaders may also engage in blame-shifting, avoiding accountability by pointing fingers at others, which can strain relationships with their team. Additionally, the pressure of the situation may lead to micromanagement. This loss of perspective often results in irrational or extreme actions. Communication breakdowns are another hallmark of panic leadership, as fear and uncertainty impede the effective exchange of ideas, further compounding the challenges faced by the team.
These issues can lead to decreased employee morale and increased turnover. Frequent changes in direction and a lack of clear communication can make employees feel undervalued and insecure. Employees may burn out in a high-pressure, panic-driven environment. Leaders whose reactions are consistently panicked can damage their reputations as well as the reputation of their organization.
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Panic leadership can also noticeably impact the leader's personal life. An extended period of panic can make coping with everyday life extremely difficult. In addition to affecting your leadership, this can lead to depression as well. In some cases, leaders may even resort to substance abuse as an unhealthy means of coping.
When might panic leadership be necessary?
Although panic leadership is usually perceived as negative, it may be necessary in some situations. In the face of a crisis, such as a natural disaster, a recession or a critical operation going wrong, leaders need to act quickly to prevent further damage. The ability to make quick decisions during these situations may mean the difference between survival and failure.
In the early days of the COVID-19 pandemic, for instance, many leaders had to make rapid decisions. The situation required immediate action and quick thinking, even if panic leadership was necessary. However, as soon as possible, you want to return to a more balanced and strategic approach. Analyze the decisions made in a panic to make sure the resulting actions are still the best choice, and make changes accordingly.
Although panic leadership can sometimes be useful, it can also be risky. Leaders who rely on this style may become accustomed to making decisions in a state of urgency. As a result, leaders must recognize when they are slipping into panic leadership and mitigate its effects.
How to fix panic leadership
Are you stuck in a cycle of panic leadership? If so, you can take several steps toward achieving a more stable and effective leadership style.
- Pause and reflect. Before making any decisions, take a step back and assess the situation.
- Manage your stress by practicing mindfulness. Keep a clear head under pressure by developing stress management techniques. For example, practicing the 3-3-3 rule can help anchor you in the present moment and reduce anxiety.
- Become more self-aware. When facing a crisis, it's crucial to maintain a clear-headed perspective. Take an honest look at your limitations and the scope of the problem. Realize that in the heat of the moment, nothing an individual leader can do can solve the whole situation. You're better off acting from your strongest, calmest self than you are taking the first reactive, immediate action.
- Develop a crisis management plan: Planning ahead can help you respond to crises calmly and effectively.
- Establish a support network. Make sure you surround yourself with capable and experienced individuals, such as colleagues, mentors or mental health professionals who can aid you in your endeavors.
- Foster a culture of calm. Encourage a workplace culture that values thoughtful decision-making, even in times of crisis.
- Seek input and feedback. To avoid making impulsive decisions, encourage open communication.
- Learn from past mistakes. Think back to previous instances of panic leadership and identify what went wrong.
- Develop resilience. Build resilience within yourself and your organization by fostering a culture of adaptability, continuous learning, and positive thinking.
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Conclusion
When faced with high-pressure situations, panic leadership can hinder effective decision-making. Occasionally, immediate action may be necessary, but it shouldn't become the norm. To maintain long-term success, recognize the signs of panic and know when to take proactive measures.
Ultimately, decision-making should be balanced between urgency and strategic thinking to ensure that both the present and the future are taken into account.
