Table 1 Types of fear – their causes and... | Emerald Publishing

Table 1

Types of fear – their causes and consequences

Types of fear	Causes	Consequences
Fear of changes Stabler (1995); Kolodny (1995); Soltani et al. (2005)	It is caused by a lack of knowledge of changes and their purposes; it results from uncertainty about stability of employment	It makes the implementation of various quality programs difficult. The fear of changes causes other types of fear, for example the fear of learning Weeks et al. (2004)
		It leads to a fall in the number of pro-innovative initiatives Dziadkiewicz and Juchniewicz (2013) and difficulties with the implementation of changes such as process improvements Morris (2015)
The fear of assessment and of failure to achieve planned results Deming (1986)	It is fostered by determination of standards, quantitative objectives and management by objectives	It impairs cooperation and makes teamwork difficult Deming (1986) This type of fear causes people to falsify data, sucks out their inborn internal motivation and stifles their motivation to learn Deming (2012)
The fear of losing power in an organization Walle and Ahire (1996)	The use of the process-based approach and teamwork facilitates changes in the organizational structure, which constitutes a threat to middle-level managers Angeles Escriba-Moreno and Canet-Giner, (2006)	In the individual dimension, the consequences of this type of fear can include searching for new employment, decline of motivation and satisfaction or improper use of power, which can be a source of another type of fear. Employees' negative attitude towards those holding power Jacokes (1996). The fear of losing power may lead to sabotage Taher and Krotov (2016) or hinder knowledge sharing processes Oliveira et al. (2019)
The fear experienced by employees due to improper management styles (Nwabueze,2011; Babalola et al., 2016; Guo et al., 2018; Bugdol and Bortniczuk, 2018)	This type of fear is connected with the use of autocratic management styles (e.g. Nwabueze (2011)	The consequences of this type of fear include a clear decline of the undertaken preventive and corrective measures, adopting various defensive attitudes (including disappearance of communication) (Guo et al. (2018); Bugdol and Bortniczuk (2018)
The fear of others Grenny (2015)	A low level of competences or competence trust in the case of leaders Grenny (2015); social facilitation in the case of all employees	Because of people's aversion to being criticized by others or others' competences being overestimated, this type of fear hinders decision-making processes Grenny (2015)
The fear of others Grenny (2015)		“The result of this fear is the attempt to decode the other by enclosing her in an alienated and standardized identity” Prieto (2015), p. 297). People experiencing facilitation have problems with performing difficult tasks Aronson et al. (1997), p. 677
The fear of punishment Drummond (1998); Tremblay et al. (2013); Bugdol (2018a)	Formal and informal punishments (including a progressive punishment system)	Where employees are punished, the tendency to propose improvement-oriented activities decreases Bugdol and Bortniczuk (2018). Punishments lead to the destruction of social capital. Employees can manifest unethical and counter-productive behaviors Bugdol (2018b). Fear of punishment turns out to be positively related to aggression and negatively related to prosocial behavior Caprara et al. (2001)
The fear of exclusion Kopányi-Peuker et al. (2018)	This type of fear is related to personality traits, for example, a strong need to belong to a group, especially to an attractive one. Its appearance may be facilitated by a team-based work organization system	The fear of exclusion strongly encourages cooperation among workers, but it does not generate the trust needed for cooperation once the fear of exclusion is lifted Kopányi-Peuker et al. (2018)

Types of fear	Causes	Consequences
Fear of changes Stabler (1995); Kolodny (1995); Soltani et al. (2005)	It is caused by a lack of knowledge of changes and their purposes; it results from uncertainty about stability of employment	It makes the implementation of various quality programs difficult. The fear of changes causes other types of fear, for example the fear of learning Weeks et al. (2004)
		It leads to a fall in the number of pro-innovative initiatives Dziadkiewicz and Juchniewicz (2013) and difficulties with the implementation of changes such as process improvements Morris (2015)
The fear of assessment and of failure to achieve planned results Deming (1986)	It is fostered by determination of standards, quantitative objectives and management by objectives	It impairs cooperation and makes teamwork difficult Deming (1986) This type of fear causes people to falsify data, sucks out their inborn internal motivation and stifles their motivation to learn Deming (2012)
The fear of losing power in an organization Walle and Ahire (1996)	The use of the process-based approach and teamwork facilitates changes in the organizational structure, which constitutes a threat to middle-level managers Angeles Escriba-Moreno and Canet-Giner, (2006)	In the individual dimension, the consequences of this type of fear can include searching for new employment, decline of motivation and satisfaction or improper use of power, which can be a source of another type of fear. Employees' negative attitude towards those holding power Jacokes (1996). The fear of losing power may lead to sabotage Taher and Krotov (2016) or hinder knowledge sharing processes Oliveira et al. (2019)
The fear experienced by employees due to improper management styles (Nwabueze,2011; Babalola et al., 2016; Guo et al., 2018; Bugdol and Bortniczuk, 2018)	This type of fear is connected with the use of autocratic management styles (e.g. Nwabueze (2011)	The consequences of this type of fear include a clear decline of the undertaken preventive and corrective measures, adopting various defensive attitudes (including disappearance of communication) (Guo et al. (2018); Bugdol and Bortniczuk (2018)
The fear of others Grenny (2015)	A low level of competences or competence trust in the case of leaders Grenny (2015); social facilitation in the case of all employees	Because of people's aversion to being criticized by others or others' competences being overestimated, this type of fear hinders decision-making processes Grenny (2015)
The fear of others Grenny (2015)		“The result of this fear is the attempt to decode the other by enclosing her in an alienated and standardized identity” Prieto (2015), p. 297). People experiencing facilitation have problems with performing difficult tasks Aronson et al. (1997), p. 677
The fear of punishment Drummond (1998); Tremblay et al. (2013); Bugdol (2018a)	Formal and informal punishments (including a progressive punishment system)	Where employees are punished, the tendency to propose improvement-oriented activities decreases Bugdol and Bortniczuk (2018). Punishments lead to the destruction of social capital. Employees can manifest unethical and counter-productive behaviors Bugdol (2018b). Fear of punishment turns out to be positively related to aggression and negatively related to prosocial behavior Caprara et al. (2001)
The fear of exclusion Kopányi-Peuker et al. (2018)	This type of fear is related to personality traits, for example, a strong need to belong to a group, especially to an attractive one. Its appearance may be facilitated by a team-based work organization system	The fear of exclusion strongly encourages cooperation among workers, but it does not generate the trust needed for cooperation once the fear of exclusion is lifted Kopányi-Peuker et al. (2018)

Source(s): The author's own work based on the quoted publications.