How much does leadership communication matter?

“I suppose leadership at one time meant muscles; but today it means getting along with people."

– Mahatma Gandhi, social activist and political ethicist

Research describes how leadership at different levels of an organisation directly, or indirectly, determines organisational culture (Yukl, 2006). There’s also a large body of literature supporting the argument that social connection is key not only to workplace performance, but also to health and happiness.

In today's ever-changing world of remote and hybrid working, how the different levels of an organisation communicate is clearly vital to building a psychologically supportive culture, which ultimately underpins long-term commercial success. Research suggests that employees feel more satisfied when a symmetrical communication system is at play (Kim & Rhee, 2011; Jo & Shim, 2005) – in other words, when there is a communication system that’s open, two-way and responsive. Leaders are fundamental to achieving this – but in practice, communicating as a leader can be very difficult.

Our latest dataset (n=1054) shows that employees who have more direct contact with leadership see them in a more positive light. This makes sense: if you have more contact with leadership, you are statistically more likely to have a positive interaction with them.

Interestingly though, employees who have more frequent contact with leadership also think more highly of the organisation's culture. This score is increased by 18% if you’re in direct contact with leadership weekly versus less than once a month, and by 24% if you're in direct contact with leadership multiple times a week versus less than once a month (below).

This isn’t all about the quantity of communication though, it lies, more importantly, in the quality and the sense of connection leaders have with the wider workforce.

Across all employees, those who perceive their leaders to be open and honest in their communication report their cultural identity to be improved by 25%, regardless of the quantity of communication. And this is improved by 24% if leaders are believed to have an interest in hearing ideas and suggestions from all levels. These are crucial elements of building a psychologically supportive speak-up culture. Employees want to feel listened to, but also be communicated with in an authentic way that takes into account their suggestions. For this, leaders need to have the systems and processes in place to gather feedback from their employees, be willing to take action based on that feedback and communicate any actions being taken.

• Consider how and when you're communicating with employees. Take a few moments to consider your everyday communication with employees. This goes beyond formal leadership roles; if you work as part of a team or lead a team you can have an impact here. What does your communication look like? Are one-to-one meetings your go-to? Do you rely on blanket emails? Finding time for direct contact as a busy leader can be difficult, but the data clearly shows how powerful it can be. Recognising where there's room for improvement is the first step to making changes.
• Look out for more significant communication opportunities. Every organisation goes through periods of change and challenge, which can be difficult for everyone involved – but these can also be excellent opportunities for more considered communication. Think about what it would be like to be on the other side during these situations. Are you giving enough information? Is there anything you can do to make exchanges easier or more human? For example, if there are significant changes to communicate to employees, can this be done in person, with opportunities for questions, rather than via email?
• Don't forget to close the loop. In some cases – announcements, updates – communication may only be one way, and that's okay. But in other cases, a response or follow-up can be just as important as the initial contact. Make sure you're keeping an eye on all stages of the communication cycle to help build psychological safety and a strong speak-up culture.