By Ustaz Mark Bang
A “Feared” Leader is not a Leader. He may be in a supervisory role, but what he really is, is a “Target”. Subjects will try and try again to remove that which they “Fear”. They will never believe him, have confidence in him, or trust him. There is a significant difference between Servitude and Followership. A “Loved” Leader is seen by all as the authority figure most respected and approved. More is done for him than is required, followers are happy, more open, and willing to both obey, and contribute to the group. The Loved Leader encourages his followers to succeed rather than punishing them for every indiscretion, error, or loss. A “Feared” Leader Demands Obedience, and Respect he has not earned. He Expects and requires his subjects to “Fear” him. A “Loved” Leader builds his people up, and earns their respect each day. He does neither ask for “Love” nor demand anyone Love him. His Leadership is supported by all who know and respect him. Fear is a demand made by the “Leader” Love is an AWARD rendered TO the Leader
Just like in a family where both parents mischievously take alcohol, coming home late and going out of doors early, it’s so hard to discipline their children, hard to care for them, sending them to school and dress and feed them others name them. Here is complicated situation for such households to correct or train their child to live a perfect live. Husband and wife must show an example of peaceful living, if they have indifferences, they shouldn’t let their children know their misunderstanding, that has been there between their parents never, close your self in your own room and sort all these misunderstanding peacefully just peacefully I mean it.
The phrase “it is difficult to steal when the boss is a thief” is an observation, often informal, suggesting that a dishonest leader creates an environment where their subordinates are less likely to successfully commit theft themselves, or where the boss’s actions make any petty theft by employees seem insignificant by comparison.
Common interpretations of this saying include: Heightened Vigilance: A boss who is a thief is likely to be hyper-aware of others who might try to steal, as they know all the tricks and weak points in the system. They implement tight controls or are very watchful to protect their own illicit gains or ensure only they profit from illicit activities. “Honor Among Thieves” (or lack thereof): In a corrupt environment, there is no shared trust or code of conduct. Everyone is looking out for themselves, making it harder for one person to get away with something without others noticing or attempting a cut. The Scale of Theft: The boss’s theft might be so significant (e.g., large-scale fraud, embezzlement) that any minor employee theft (e.g., office supplies) is either overlooked or simply impossible because the boss has already taken everything of value or has a sophisticated scheme that prevents others from doing the same.
Lack of Moral Authority: While not a direct prevention of theft, the saying highlights the hypocrisy and the breakdown of workplace integrity. The boss sets a negative example, which can lead to a generally corrupt workplace culture, but may also lead to a more careful, ‘every-man-for-himself’ dynamic regarding resources. Essentially, the saying is a cynical commentary on the idea that a thief boss has an inherent, self-serving advantage in preventing others from engaging in similar behavior.
Respect is the foundation of sustainable leadership. It combines perceived competence, integrity, consistency, and fair treatment. When people respect a leader they are willing to follow voluntarily, accept difficult decisions, and commit to shared goals. Benefits: durable influence, trust in decisions, higher discretionary effort, better alignment during disruption.
How to earn it: deliver results, be competent, keep promises, admit mistakes, apply rules consistently, and prioritize organizational interests over personal gain. Liked: Benefits: stronger social bonds, higher morale, smoother interpersonal interactions, better collaboration and psychological safety. Risks: overemphasis on being liked can lead to weak accountability, avoidance of hard choices, and perceptions of partiality. How to cultivate it: show genuine empathy, give recognition, be approachable while maintaining standards. Feared: Benefits: short-term compliance, clear deterrence against harmful behavior, faster enforcement of rules when systems lack other controls. Risks: suppressed initiative, low trust, high turnover, hidden dissent, risk of unethical compliance. When to use: narrowly and temporarily—for immediate safety or to stop destructive behavior—paired with clear, fair consequences and a plan to restore trust. Practical framework for leaders evolve default to cultivating respect: make competence, integrity, and fairness visible and consistent. Combine respect with liked behaviors: be human and supportive to boost engagement without sacrificing standards. Use fear as a last-resort enforcement tool: apply rules transparently and proportionally; never rely on intimidation as a long-term strategy. Monitor outcomes: track turnover, engagement, quality of dissent, and discretionary effort to detect when balance is off. Repair quickly: if fear becomes dominant, rebuild trust through accountability, restitution, and visible changes in behavior and policy.
Conclusively, be that kind of a leader who has high-respect, well-liked leader: a unit head who sets clear targets, supports development, admits mistakes, and enforces fair processes—results in high retention and voluntary extra effort. Respected but not liked leader: a CEO who makes unpopular restructuring decisions with transparent rationale—short-term morale dip but long-term organizational survival and clarity. Feared leader: a manager who enforces compliance through threats—initial discipline gives way to burnout, covert rule-breaking, and attrition. Bottom line: Aim to be respected first; earn liking through empathy and authenticity; reserve fear for narrow, controlled use only when other mechanisms fail. Respect plus calibrated likability produces the most effective, durable leadership. Whether you work as a teacher, doctor, accountant, secretary, administrator, nurse, C/O, officer, lawyer, laymen or a politician. Let your roles show sincerity, good leadership, transparency and accounts. Thanks for reading this article, more are coming soon. “PUBLIC STAUNCHEST ALLY”. The writer of this article is a Human Right Activist, writer and a professional teacher.