But no news is worse than bad news. When employees feel that senior people are withholding information, stress levels amplify. Employees must also have a forum to voice their concerns and fears without these issues being swept aside. The process of discussing concerns, with managers who do not retaliate or trivialize, strengthens cohesion and trust. An organization's style or culture refers to the unwritten, often unspoken rules by which people behave.
Culture is to the organization what personality is to the individual.
Current research suggests that it is driven by the personality and emotional intelligence of senior management, particularly the chief executive officer. CEOs who are autocratic and overly conscientious may create an environment that inhibits spontaneity, is intolerant of errors and prizes only the routine. Such a culture breeds stress by inhibiting the flexibility needed in today's workplace. Leaders who are charismatic and inspirational may create a culture where the CEO's view is imperative, alternative views are devalued, and criticism of superiors is dangerous. Hypervigilant CEOs may enforce a culture where openness becomes dangerous and retribution is felt to be the norm.