Is the Recession Making the Boss Friendlier?

The recession has had a number of deleterious effects on the workplace, but two new surveys offer differing views on how the downturn has affected the relationships between bosses and workers.

By Michael O'Brien

The negative effects of the recession can be easily seen in a variety of areas: increased unemployment figures, decreased engagement levels and an overall sense of malaise in the workplace.

Indeed, in a new survey by Spherion Staffing Services, nearly half (45 percent) of 231 U.S. surveyed workers indicate their relationship with their boss has been affected by the recession -- and three-quarters of them (74 percent) say the recession has weakened that relationship.

"At a time when workers arguably need added support and guidance to offset the uncertainties that come with a shaky economy, many bosses simply aren't stepping up to the plate," says Loretta Penn, president of Ft. Lauderdale, Fla.-based Spherion Staffing Services.

"Managers need to create an environment that fosters open and direct communication, offers unwavering support for workers and demonstrates commitment to career development. Unfortunately, many of today's bosses simply aren't delivering on this responsibility."

But, according to another new survey, there is hope among the ruins -- and we have that same recession to thank for it.

There seems to be a stronger bond between managers and employees as a result of the economic downturn, according to a survey of 1,000 employed American adults by Melville, N.Y.-based staffing firm Adecco Staffing U.S.

Bosses were defined as employees over the age of 30 who manage three or more people, according to the survey of both employees and bosses from blue- and white-collar industries.

More than three-quarters (78 percent) of bosses say they feel closer to their teams than they did three years ago (pre-recession) -- and six in 10 (61 percent) of employees agree.

"This survey clearly shows that, while the Great Recession has resulted in some stronger bonds between bosses and employees, there's still work to be done. There is still a divide that exists between what employees want and what they feel they are getting from their leaders," said Tig Gilliam, chief executive officer of Adecco Group North America.

And David Adams, vice president of learning and development for Adecco NA, says he thinks bosses should withhold slapping themselves on the back after reading the survey results.

"I think it has more to do with the situation than it does with the fact that suddenly bosses became more effective," he says.

"I think a lot of employees watched their employees and colleagues lose positions, and so, simply by remaining employed, they felt a little bit more like the chosen ones. So those who have remained felt this vote of confidence that they were valuable enough to retain.

"When you combine that with the fact that a lot of departments and teams got a little smaller, that all leads to more communication," he says.

That friendliness and communication, however, is strictly in-office, according to the survey, which finds that eight in 10 (82 percent) employees say they are not connected to their bosses via social networking.

In fact, nearly one-third (32 percent) of employees who are connected to their bosses via a social-networking site wish they weren't, and nearly half (45 percent) of those who are connected, have adjusted their privacy settings to keep certain aspects of their profile blocked from their bosses, according to the survey.

Stanford University Professor Robert Sutton says that recent downsizings may mean that bad bosses of all kinds have been weeded out, or at least put on notice that, if they don't improve, they will be shown the door, and that may have something to do with the high level of reported engagement between bosses and workers.

"Incompetent bosses of all kinds have been shown the door, which includes those who are not respected by their followers and who treat their followers like dirt," he says.

Sutton also says that, during the last few years, the tolerance for nasty and disrespectful bosses has decreased.

"I see the popularity of the 'no-asshole rule' and the 'power of nice' as symptoms of this movement, as it would be delusional to view it as a cause," he says. "Perhaps it was the weight of one press report after another on bullying and lousy bosses, and perhaps the lawyers have played a role as there are more cases of bully bosses -- even equal-opportunity bosses -- getting sued and paying big sums.

"So between the 'opportunity' to get rid of nasty bosses with the downturn, the increasing society pressure to not tolerate such behavior and the realization by many bosses that part of being a good boss is treating people with respect ... combined to bring about a bit of change in the workforce."

Meanwhile, Julie Wootton, principal of San Diego Human Resources Consulting Inc., says she is not surprised by the conflicting study results.

"Employees are much more grateful for their employment today than in past economies. I believe the report illustrates a phenomenon we are seeing from high unemployment with no end in sight."

Wootton says that employees in the past were not worried about their jobs or their ability to get a new job should they speak their mind and it not work in their favor.

"Nowadays, employees are worried that if they speak their mind and paint their manager in a negative light, they will be the next to go when cuts come around," she says.

In addition, she says, employees are much more willing to accept status quo, keep their heads down and appreciate the job they have.

"It's almost as though this economy has single handedly killed the 'grass is always greener' mentality," she says.

But Alan Weiss, an organizational development consultant, author, and president of Summit Consulting Group Inc. in East Greenwich, Conn., says the results of the two surveys won't change one simple fact.

"The role of a boss is not to be friendly, but to direct, give instruction, lead and make hard decisions. You can't give honest and tough evaluations to friends," he says.

The lesson for HR is simple, he says: "Help managers to manage, not to merely try to influence; help employees understand that a tough boss who helps them succeed is far better than a friendly one who just wants to be 'one of the crowd.' "