“A snake with newly grown fangs tends to bite everywhere.” Although metaphorical in nature, the saying reflects a real and increasingly common issue within organizational management culture.
In many workplaces and organizations, receiving a promotion is often seen as recognition of an individual’s capability, experience, and leadership potential. However, not everyone is able to manage authority with maturity once they are given a higher position. In reality, some individuals dramatically change their behavior immediately after gaining power or status. They become overly controlling, excessively authoritative, and eager to demonstrate their influence at every opportunity.
This phenomenon is well captured by the Malay proverb, “Ular baru tumbuh taring, memang suka patuk sana sini,” which loosely translates to “a snake with newly grown fangs tends to bite everywhere.” Although metaphorical in nature, the saying reflects a real and increasingly common issue within organizational management culture.
In many organizations, newly promoted individuals often feel pressured to prove that they deserve their position. As a result, they may adopt a leadership style that emphasizes dominance rather than competence. They become overly strict, highly defensive, and sometimes unnecessarily aggressive in dealing with subordinates or colleagues. Unfortunately, this behavior is often mistaken for “strong leadership,” when in reality it reflects insecurity and poor emotional intelligence.
From an organizational behavior perspective, this issue can be linked to the concept of power distance introduced by Geert Hofstede (1980). According to Hofstede, societies and organizations with high power distance tend to normalize hierarchical relationships where authority figures are expected to exercise visible control over others. In such environments, newly appointed managers may feel compelled to demonstrate authority aggressively to gain legitimacy and respect.
At the same time, this behavior can also be associated with what scholars describe as insecure leadership . Leaders who are uncertain about their own competence may compensate by exerting excessive control over employees. They may engage in micromanagement, constantly monitor small details, publicly criticize staff, or make unnecessary changes simply to establish their presence and authority. Rather than building trust, these actions often create fear and resentment within the organization.
This phenomenon is particularly visible when someone who was previously approachable suddenly becomes difficult after receiving a promotion. Conversations become commands. Discussions become instructions. Minor mistakes become major issues. In some cases, leaders intentionally create a tense atmosphere because they believe being feared is equivalent to being respected.
However, modern management research consistently shows that fear-based leadership is not sustainable. Studies in organizational psychology suggest that toxic leadership behaviors negatively affect employee well-being, motivation, and organizational commitment. According to Tepper (2000), abusive supervision contributes significantly to workplace stress, emotional exhaustion, and reduced job satisfaction. Employees may continue showing up physically, but mentally and emotionally, they begin to disengage from their work.
Over time, such leadership cultures damage organizational performance. Employees become less innovative because they fear making mistakes. Communication weakens because staff avoid voicing ideas or concerns. Collaboration declines as workplace relationships become increasingly transactional and politically driven. Eventually, organizations lose talented employees who no longer feel valued or psychologically safe.
Ironically, leaders who constantly try to display power often lose the very thing they seek most — genuine respect. In today’s workplace, employees no longer admire leaders solely because of their titles or authority. Instead, they value leaders who demonstrate empathy, fairness, humility, and emotional intelligence. Strong leadership today is not about controlling people; it is about empowering them.
This aligns closely with the concept of servant leadership introduced by Robert K. Greenleaf (1977). Greenleaf argued that true leadership begins with a desire to serve others rather than dominate them. In this model, leaders focus on developing people, supporting growth, and creating healthy organizational environments. Authority is used responsibly — not as a tool to inflate ego or intimidate employees.
Within many Asian cultures, including Malaysia, this issue becomes even more complicated due to strong hierarchical norms. Employees are often reluctant to question authority figures, even when leadership behavior becomes toxic or unreasonable. Many choose silence to avoid being labelled disrespectful or problematic. Consequently, unhealthy management practices continue unchallenged and gradually become embedded within organizational culture.
Nevertheless, organizations today must move toward more human-centered management approaches. While discipline and firmness remain important in leadership, these qualities should not be confused with hostility or authoritarianism. Effective leaders understand that respect cannot be forced through fear. Instead, it is earned through integrity, competence, consistency, and the ability to treat people with dignity.
This shift is especially important in the era of Business 5.0, where organizations increasingly emphasize human values alongside technological advancement. While artificial intelligence, automation, and digital transformation continue reshaping industries, human capital remains the most important asset within any organization. A workplace culture built on fear and excessive hierarchy is unlikely to attract or retain the younger workforce, who prioritize flexibility, emotional well-being, inclusivity, and meaningful leadership.
Ultimately, positions and titles are temporary, but leadership character leaves a lasting impact. Employees may eventually forget someone's rank or designation, but they will always remember how they were treated by those in power. As the saying goes, "Respect is earned, not demanded." Truly great leaders do not need to "bite everywhere" to prove their authority. Their influence comes naturally through wisdom, humility, credibility, and the ability to uplift others.
In the end, leadership is not about how loudly one exercises power, but about how wisely one uses it.
