Recent insights from two esteemed professors shed light on the negative consequences of anger in leadership roles, emphasising its detrimental effect on workplace dynamics and productivity. Julian Barling, a leadership professor at Queen’s University, and Simon Rego, a psychiatry expert at Albert Einstein College of Medicine, argue that leaders’ anger can significantly impede their effectiveness and create a toxic work environment.
Anger: A Double-Edged Sword
While some leaders may believe that expressing anger can capture attention or drive performance, employees often perceive such outbursts as inappropriate and counterproductive. Barling and Rego’s findings, elaborated in their book, *The Cognitive Behavioral Therapy Workbook for Leaders*, highlight that angry leaders are frequently seen as less competent and less approachable. Employees are likely to respond to such anger with their own frustration, leading to a cycle of negativity that undermines team cohesion.
Research indicates that when leaders display anger—be it through scowls, harsh words, or dismissive behaviour—staff members are more inclined to retaliate with rudeness or mockery. This reciprocal negativity challenges the very foundation of effective leadership and hampers productivity.
The Complexity of Anger Management
The professors note that the intensity and context of anger greatly influence its impact. Disproportionate anger in response to minor incidents can be particularly damaging, while a moderate display of assertiveness may be deemed acceptable under certain circumstances. For instance, expressing anger over ethical breaches can enhance a leader’s perceived effectiveness, while reacting angrily to incompetence tends to have the opposite effect.
Barling and Rego suggest that leaders can benefit from adopting techniques rooted in cognitive behavioural therapy (CBT) and other therapeutic approaches to better manage their emotions. By recognising the connection between thoughts, feelings, and behaviours, leaders can learn to reframe situations that typically trigger anger and respond more constructively.
Strategies for Constructive Leadership
To effectively manage anger, Barling and Rego recommend several strategies. Leaders should start by reflecting on their own experiences with anger in the workplace—how such expressions have influenced their relationships with colleagues and their overall productivity. Understanding personal triggers for anger is essential, as is recognising the physiological responses that accompany these feelings.
Next, leaders can engage in cognitive restructuring, challenging irrational thoughts that escalate anger and replacing them with more balanced perspectives. This process emphasises that it is not merely the actions of others that provoke anger, but the beliefs and interpretations we hold about those actions.
Additionally, emotion regulation techniques such as mindfulness, deep breathing, and progressive muscle relaxation can help leaders regain composure. Finally, behavioural skills training, including assertiveness and problem-solving strategies, prepares leaders to handle anger-inducing situations more effectively.
Why it Matters
The overarching message from Barling and Rego’s research is clear: anger, if left unchecked, can be a significant barrier to effective leadership. By understanding and managing their emotional responses, leaders can foster a more positive workplace culture that enhances morale and productivity. In an era where organisational success is increasingly tied to emotional intelligence and effective communication, the ability to navigate and express emotions constructively is not just beneficial—it is essential.
