If your explanation for why subordinates should follow your ideas is “so I won’t fire you,” that is called manipulation. One of the several major problems with manipulation is that it is a short-term solution, and ideas enacted in this way can only be sustained by future, more severe manipulation. Harrison Monarth explains in an article for Entrepreneur the impracticality of such a strategy. Basically, employees are understandably self-interested, and leadership manipulation does not look out for employee interests at all. A good leader who engages in such tactics will ultimately end up with no one left to lead. On the other hand, using genuine persuasion—convincing an employee that an idea is both worth executing and will benefit the employee in a real way—is a win-win situation. Persuaders use trust to get the job done. When you need to convince employees of a new direction, think about how you can frame your argument that would make them want to become enthusiastic supporters of that direction.
You can read Monarth’s full article here: http://www.entrepreneur.com/article/235320