Scholar – Academic professionals should conduct additional studies to further understanding of different leadership communication behaviors across industries. Longitudinal studies should track performance over time, while phenomenological designs investigate the frequency and intensity of threats during the financial crisis.

Practitioner – Workforce professionals should recognize that employees, middle managers, and senior leaders have different perceptions of the financial crisis. Targeted organizational assessments and focused training for all employees should be used to proactively prepare stakeholders for the challenges of the crisis.

Leader – Senior leaders should carefully monitor crisis communication to prevent the use of threats and intimidation. Situational leadership skills should be developed; and public policymakers should consider organizational benchmarking when dispersing governmental stimulus funds.