there are two primary sins for management, and both are equally bad: wanting to be liked, and wanting to be feared. new managers almost always fall into one of these two traps.
the problem is setting your priorities around the employees' perceptions, rather than the team tasks. i suspect the cause of this is having to come to grips with the idea that as a manager, you're a different order of professional being than line emps...but you're also still part of the team with them.
maybe i'm making this sound more confusing than it needs to be. in clearer form, what i mean is that the only thing a manager should be thinking about is performance, and as a manager you are part of that performance. therefore you shouldn't be concerned with being liked or feared. you should only be thinking in terms of "how can we do this thing better?".
on a different note, when you fuck up (which you will), never be afraid to admit it, but never let that admission make you timid. i read somewhere that the truest test of leadership is how you behave when everything is going to shit and it's all your fault. if you go into your shell at that point, you will lose all moral authority with your emps. we all fuck up, but someone still has to lead. that someone needs to be you.