Humans are innately born with two fears: the fear of “falling” and the fear of “loud noises,” then they acquire various other fears depending on the environment they grew up in. For example, an Indian does not fear the cobra but tames it with the flute’s melody and even dares to wrap it around his neck, while other peoples are terrified of snakes.

Psychologists believe that fear is the origin of human species survival; without it, people would throw themselves into destruction. Therefore, fear permeates our decisions to some degree. If an airplane’s devices fail, the fear mechanism activates the captain’s wisdom options to land safely in the safest geographical area. The more decisions relate to the fate of large groups, the higher the natural fears of the decision-maker.

Hence, ignoring feelings of fear has severe repercussions on the economy. There is actually a fear index that measures investors’ panic levels in financial markets. When they fear, markets fall. Every decline in spending by individuals and companies enlarges the scope of the crisis, as studied in economics.

Administratively, there is what is called “Decidophobia” (fear of making decisions), coined by Harvard professor Walter Kaufmann in his 1973 book “Without Guilt and Justice.” Fear feelings at the beginning of taking office are healthy and a sign of wisdom. Those who led their societies to ruin lacked the conscience pangs that awaken fear’s slumber.

Fear has several forms: there is “anticipatory fear” of expected events, “panic” which is fear mixed with the dread of losing control, and “alarming” when one loses the ability to restore order. “Caution” is positive fear that calls for vigilance and safety.

Fear saved President Kennedy and the world during the missile crisis from igniting a nuclear war when he chose the less impulsive decision.

Fear is a puzzling state; history tells stories of leaders who feared cats and others but were great leaders. This indicates that leaders are not free from unexpected fears.

But the dilemma arises when a leader fears his own shadow; how can we hope for him to lead us to more prosperity?

Some fears are “genetic,” deeply rooted in the individual’s nature, but many acquired fears can be gradually overcome through consultation, information, and experience.

Positive fear prevents recklessness, while negative fear hinders progress.