· Absent or confusing organizational leadership and communication often results in poor employee performance.
· Many supervisors fail to communicate about how the unprecedented financial crisis may influence organization and worker performance.
· An online survey conducted in the summer of 2009 collected insight from 1,150 working adults across the
· The financial crisis negatively influenced employee and organizational performance.
· Leaders have not changed the way they communicate with employees during the crisis.
· A disparity of organizational outlook and shared knowledge exists.
· Supervisor leadership and communication significantly correlate with the performance of employees during the financial crisis.
· Working adults appreciate leaders, who are transparent, honest, and encouraging.
· Many supervisors use threats and intimidation during the financial crisis.
· Why should leaders change? Leaders have responsibilities to adapt on the behalf of their employees, organizations, and society.
· How should leaders change? Leaders must increase their transparency, honesty, and visibility during the financial crisis. They must also resist micromanagement, misinformation, threats, and intimidation.
· What results can be expected if leaders change? Effective adaptation during the financial crisis should significantly improve employee outcomes, such as morale, innovation, openness, collaboration, and willingness to change.