Motivation shifts rather than declines during periods of uncertainty, according to new poll

The results of a a new survey suggest that employee motivation does not collapse in uncertain conditions but instead changes shape, with leadership behaviour emerging as the decisive factor. The findings, based on polling conducted by Wiley Workplace Intelligence, indicate that the most significant risk to engagement is not ambiguity itself but a perceived disconnect between leaders and their teams. The data suggests that employees continue to seek direction and purpose even when clarity is limited. Rather than becoming disengaged, many respondents reported adapting their focus, placing greater emphasis on trust, communication and visible leadership.

A central theme in the poll results is the importance of alignment. Employees who felt that leaders were present, transparent and consistent were significantly more likely to remain motivated, even when organisational direction was unclear. In contrast, those who perceived leadership as distant or inconsistent reported lower levels of engagement.

The research challenges a common assumption that uncertainty itself is the primary driver of falling motivation. Instead, it suggests that uncertainty amplifies existing organisational dynamics. Where communication and trust are already strong, motivation can be sustained. Where they are weak, engagement declines more sharply.

Another key finding is that motivation becomes more individualised during uncertain periods. Respondents indicated that traditional incentives or broad engagement strategies were less effective than more tailored approaches that reflect personal needs and working styles.

The poll also highlights a shift in what employees value. Stability, clarity of expectations and regular updates from leadership ranked highly as factors supporting motivation. In contrast, abstract messaging or delayed decision-making were associated with reduced confidence and focus.

Overall, the findings point to a reframing of how organisations should approach motivation in volatile environments. Rather than attempting to eliminate uncertainty, the research suggests that leaders should focus on maintaining connection, clarity and consistency to support performance.