Love and fear are among the most basic and powerful emotions known to man that can inspire extreme reactions and behaviors that are always opposite to each other (Altruists International, 2010). Bruce (2012) points out that when love chooses, fear avoids; when love trusts, fear suspects; when love allows and gives, fear dictates and resists; when love begins fear incites among some of the differences between the two emotions. In his discussion, (Solomon, 2004) points out that in many scenarios; emotions are ignored when evaluating leadership. They are deemed subjective and hard to control or measure. He adds that emotions are crucial entities of ethical leadership, rather than obeying laid down rules and rational thinking. When analyzing leaders, Amy, Kohut and Neffinger (2013) argue that employees normally look at these two characteristics, how lovable or fearsome they are. These two analyses inform employees of the intentions of each manager towards them, and their capacity to act on these intentions.
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