Abstract/Summary

This research explores the knowing-doing gap of leadership, a challenge that is compelling in practice yet novel in leadership theory and research. It focuses on the emotion of fear, and how it may influence the transfer of leadership knowledge into leadership action in the workplace. It draws on Affective Events Theory as the underlying theoretical lens, and uses a qualitative research strategy relying on a phenomenological approach. Initial findings from interviews with 22 leaders in the United Kingdom shed light on the influence of fear in the widening and bridging of the leadership knowing-doing gap, and how this may be influenced by and potentially impact on leaders and their contexts. With further development of the findings and conclusions, this research aims to contribute towards existing approaches on leadership development, as well as emotions and leadership.