Leadership: Challenging the Myth of Competence Through Anger.
To my surprise, studies show a clear correlation between anger and the impression of competence.
Anger creates the perception of competence. In contrast to happiness and sadness, people who display anger are seen as dominant, strong, and intelligent. In business, perceived competence is more important than likability and is especially effective in attaining status.
Adverse events will trigger negative emotions, right? But what if this emotion is faked purposefully? We would even accept it in specific scenarios like negotiation, parenting, or bill collections. However, emotions are often seen as spontaneous instead of strategic and manipulative.
Was this the reason my boss always seemed so angry when he underperformed? Did he hope to prove that he could handle the situation?
Anger is a particularly intimidating strategy when displayed in a hierarchical relationship. It suggests punishment or retaliation.
However, anger does not prove or validate competence. Anger has a negative connotation and is usually expected to be managed and controlled. Rewarding the behavior in your culture will equal rewarding the bully in school, and bullies are not more successful in adulthood!
Attributing competence to people who express anger is a dangerous bias we must all be aware of. Expecting admirable behavior from our collaborators is an absolute best practice. Professional behavior should be placed at the center of our culture, including in the review process, in addition to KPIs, which is key to creating a safe and thriving working environment.
Let’s not create an environment where anger will get you up the ladder. What is your experience with angry leaders or reports?
