Problem

·         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.

Methodology

·        An online survey conducted in the summer of 2009 collected insight from 1,150 working adults across the United States.

Major Findings

·         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.