Background: Effective leadership communication is critical in public organizations, yet little qualitative research exists on how UAE public-sector employees perceive it. This study explores employees’ views on clarity, trust, and transparency in their leaders’ communication. Methods: A qualitative survey of UAE public-sector employees was conducted, with responses to open-ended and scaled questions coded and analyzed manually via Excel (2013) for themes. Results: Thematic analysis revealed that while leadership communication was often seen as formal and respectful, it was also perceived as inconsistent and sometimes unclear. Employees preferred direct channels such as face-to-face meetings and emails over impersonal updates. Transparent and empathetic communication was strongly associated with higher levels of trust and engagement. Timely briefings and recognition had a positive impact, whereas delays, conflicting messages, and excessive jargon hindered clarity. Key themes identified included clarity, trust, two-way communication, and the need for regular feedback. Conclusions: UAE public employees value leadership communication that is direct, empathetic, and reciprocal, confirming global theories of authentic leadership. To build trust and support organizational change, leaders should increase clarity (reducing jargon), use multiple channels, and actively engage staff. Future work should test interventions (e.g. communication training, feedback systems) to enhance these qualities.
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