Effects of Top Leadership on Morale

The upper management of a company often sets the tone for corporate culture, both through policy implementation and personnel interaction. An optimistic, confident attitude from an accessible upper management team can convey a sense of well-being and corporate stability, thereby increasing company morale. A somber, inaccessible pool of leaders, on the other hand, can encourage an atmosphere of fear and distrust and decrease morale among the ranks.

Employee Input Policy

  1. Policies and procedures define the parameters of a business’ operating strategy. When top leaders make it known that employees are valued and that their input is desired, it increases morale. If upper management does not solicit or take into consideration employee concerns, ideas and suggestions, it can decrease morale and productivity and increase turnover.

Workplace Environment

  1. Top leaders often define the workplace environment, from traffic flow and workstations to attitude and approach. In an environment where teamwork, brainstorming and autonomous work are valued, employees enjoy an increase in morale. When employees are micromanaged by upper leadership and have no flexibility in their schedules, it can make them feel overwhelmed and underappreciated, therefore decreasing morale.

Open-Door Policy

  1. When top leaders have an open-door policy, they welcome employee interaction, making workers feel like an important part of the company. Leaders who work behind closed doors and meet with employees infrequently often lose touch with the issues and concerns of their workforce. This can make it difficult to assess employee attitudes, potentials for conflict and issues than can decrease productiveness. Leaders who are out of touch with employee morale often add to the low morale issue with their attitudes and approach.

Opportunity for Advancement

  1. Top leaders who provide mentoring, ongoing professional development and opportunities for advancement within the company often have employees with higher morale. Employees do not simply go about their daily routines; they aim for something better, contributing to the company on a higher level. Employees who feel they have a future with a company, encouraged by top leaders, are less likely to quit and are more likely to have a high morale.

Participatory Management

  1. Participatory management describes the hands-on approach of top leaders. Managers and directors who participate in staff meetings, lead group brainstorming sessions and develop professional relationships with staffers can create a strong sense of morale. When upper managers fail to associate with staffers or take a personal interest in the day-to-day activities of an office, there often is a sense of low morale among the workforce.

Perks and Benefits

  1. The perks and benefits top leaders provide for workers can convey to employees the value they have to the company. A range of benefit offerings, such as flex-time, health insurance, profit-sharing and retirement plans, sends a positive message to employees. Workers feel a decreased sense of worth when top leaders withhold benefits, especially when they are financially able to comfortably provide them.