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Book part
Publication date: 26 August 2016

Ansgar Zerfass and Markus Wiesenberg

This chapter builds on status as sociological ordering and introduces the relevance of high status for organisations and their strategic communication. It offers new insights into…

Abstract

This chapter builds on status as sociological ordering and introduces the relevance of high status for organisations and their strategic communication. It offers new insights into organisational leadership perceptions from a stakeholder perspective. A neo-institutional framework is combined with social judgement theory and positioning theory to emphasise the importance of high status for organisations. Research questions are derived from previous research and tested in a representative online survey among 4,054 citizens and an online survey among 1,346 communication professionals in 10 European countries. Results suggest that trustworthiness and quality are the main attributes that describe a high-status position. Communication professionals in the surveyed countries overestimate innovation for building a leadership position. In contrast, customer service is clearly underestimated. Not only do the leadership attributes differ widely across the surveyed countries, but so do the communication activities that form a view on the leadership of a company or organisation.

Article
Publication date: 13 July 2021

Yeunjae Lee

With a focus on millennial employees, this study investigates how employees engage in two types of employees' communicative behaviors (ECBs), that is, their voluntary…

2591

Abstract

Purpose

With a focus on millennial employees, this study investigates how employees engage in two types of employees' communicative behaviors (ECBs), that is, their voluntary communicative efforts to acquire and circulate tasks and managerial information (i.e. scouting) and to share and discuss positive and negative aspects of their organization with internal members (i.e. internal megaphoning). Through the lens of social exchange theory (SET) and symmetrical communication model, this study examines the effects of inclusive leadership and internal communication on active information behaviors of employees within their companies.

Design/methodology/approach

An online survey was conducted with fulltime millennial employees working across various industry sectors in the US.

Findings

Symmetrical internal communication influenced by inclusive leadership enhances employees' scouting behavior as well as positive internal megaphoning behavior. Positive and negative internal megaphoning with supervisors increases the scouting behavior of employees, whereas negative internal megaphoning with peers does not have a significant effect.

Originality/value

This study is among the first attempts to examine the effectiveness of leadership and strategic internal communication on millennial employees' diverse types of communicative behaviors.

Details

Personnel Review, vol. 51 no. 6
Type: Research Article
ISSN: 0048-3486

Keywords

Article
Publication date: 28 November 2023

Luke Capizzo, Teresia Nzau, Damilola Oduolowu, Margaret Duffy and Lauren Brengarth

The purpose of this paper is to provide rich, qualitative insights around internal communication in strategic communication agencies, addressing the evolutions in expectations and…

Abstract

Purpose

The purpose of this paper is to provide rich, qualitative insights around internal communication in strategic communication agencies, addressing the evolutions in expectations and best practices for agency leadership through COVID-19.

Design/methodology/approach

Qualitative interview study with 18 US-based leaders of public relations and advertising agencies to examine their experiences of leading and managing strategic communication teams during COVID-19.

Findings

Synthesized findings around changes in leadership values and important facets of ongoing internal crisis communication led to the development of the following five categories—Improvisation and Flexibility, Transparency and Trust, Ownership and Embodiment, Care and Empathy, Relationships and Resilience.

Originality/value

Using a high-value sample, the study is the first (to the best of the authors' knowledge) to focus on the crucial context of agencies and internal communication around COVID-19; diversity, equity, and inclusion (DEI); and other pandemic-era challenges. It provides theoretical implications around ongoing, internal crisis communication and practical implications for agency leaders in crisis.

Details

Corporate Communications: An International Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1356-3289

Keywords

Article
Publication date: 5 February 2018

Angeles Moreno, Cristina Navarro and Mariam Alkazemi

The purpose of this paper is to compare the perspectives of public relations professionals against those of the general public in Spain with respect to which communications

Abstract

Purpose

The purpose of this paper is to compare the perspectives of public relations professionals against those of the general public in Spain with respect to which communications activities and organizational attributes are relevant to the leadership images of organizations, and what are the characteristics of effective leaders.

Design/methodology/approach

This study combines data from the European Communication Monitor (ECM) with the results of a representative online survey carried out by the global market research company IPSOS.

Findings

Results show that the general public sees TV interviews as well as TV advertising as communication tools with the biggest potential to shape the leadership image of organizations. When it comes to the attributes of effective leaders, communication professionals overestimate the role of an organization’s vision, while the population much more stresses basic attributes like leading by example and admitting mistakes. PR practitioners underestimate customer service and environmental responsibility and tend to favor more abstract attributes like innovation and CSR.

Research limitations/implications

This paper touches only four sections of the ECM 2014/2015. Participant fatigue may have negatively impacted the quality of the data. A large sample of professionals was approached, but a much small number initiated and completed the online survey. The size of the sample of communication professionals makes it difficult to generalize the results. In addition, future research should extend the study to different groups of stakeholders, such as employees, investors, and suppliers.

Practical implications

While organizations face intensive pressure from evaluation by their stakeholders, discrepancies between the expectations of the general public in regard to leadership negatively affects the communicator’s work to position organizations in society, as well as CEOs and top executives as leaders. On this regards, getting closer to what the population expects will help to understand and improve leadership perceptions.

Originality/value

Very little work has been done in Spain regarding to leadership in public relations or public relations professional’s perceptions about leadership. Most research published to date has focused on the leader’s position in the company, participation in management levels, types of responsibilities assumed and their relative influence and leadership style. Even fewer public relations studies have tried to identify the communication activities that are relevant to the leadership image of organizations and compare the perspectives of public relations professionals on leadership against those of the general public. This dearth of knowledge about stakeholder expectations negatively affects the communicator’s work to position organizations and executive leaders in society.

Details

Corporate Communications: An International Journal, vol. 23 no. 1
Type: Research Article
ISSN: 1356-3289

Keywords

Book part
Publication date: 24 September 2018

Tiina Weman and Helena Kantanen

This chapter examines different dimensions of leadership communication that promote creativity and innovativeness. It explores how leaders engage and inspire their subordinates on…

Abstract

This chapter examines different dimensions of leadership communication that promote creativity and innovativeness. It explores how leaders engage and inspire their subordinates on the one hand and how they motivate, challenge and encourage them on the other. The aim is to provide a multifaceted description of how leaders use communication to promote innovativeness in organisations. The chapter draws on the ‘wheel of leadership communication on innovations’ by Zerfass and Huck (2007). The wheel examines communication based on cognitive, affective, conative and social dimensions. The other key concepts of the study are transformational and communicative leadership. The approach is qualitative, and the data derive from interviews with leaders of small and medium-sized enterprises (SMEs). The findings suggest that to promote organisational innovativeness all four dimensions – cognitive, affective, conative and social – must be taken into account. Multidimensional skills are required of leaders who are expected to master different communicational roles and to act as enablers, engagers, motivators and supporters at the same time. This calls for emotional and social sensibility, flexibility and adaptability to different people and situations. Leadership communication is crucial for innovation management because creative thinking and commitment enable innovation. Therefore, in the business context, attention must be paid to how people are inspired, supported and motivated, as well as to open communication. The main limitations of the study are that it focuses only on SMEs and that it does not include the voices of personnel, which would have added value to the managerial perspectives.

Details

Public Relations and the Power of Creativity
Type: Book
ISBN: 978-1-78769-291-6

Keywords

Article
Publication date: 1 April 2006

Triveni Kuchi

Purpose – Libraries have been experiencing relentless change and uncertainty in their environment. The literature on corporate communications, strategic management and planning…

6192

Abstract

Purpose – Libraries have been experiencing relentless change and uncertainty in their environment. The literature on corporate communications, strategic management and planning, marketing and public relations more recently, has been recommending using communications as a strategy to coherently and proactively handle and foresee change. Planning and using an overall communications strategy will bring integrity and adherence to the library's goals and direction while reducing the discomfort of change. This selected bibliography is a quick starting point for understanding the significance of an overall communication strategy and its use for managing conflicts and changes in the library's environment strategically. Design/methodology/approach – This article covers books and articles from mid‐1980s to 2004, published around the world. The sources are listed alphabetically by author and then chronologically for different sources by the same author, providing brief but useful information about the content covered for each source. Findings – This bibliography illustrates a variety of research from corporate communications, strategic planning, communications management, marketing and public relations literature that emphasize the role of communication in strategic management. Research limitations/implications – It records a comprehensive list of publications covering international perspectives as well as publications about communication strategy. Practical implications – This selected bibliography is primarily intended for librarians, library planners, managers or administrators, but is also relevant to corporate and business professionals, planners and administrators. Further, it would also be a useful resource for students, faculty and researchers of communication. Originality/value – This bibliography presents a much needed resource list for gathering insights into the strategic role of communication for organizations such as the library that are in a state of constant change.

Details

Library Management, vol. 27 no. 4/5
Type: Research Article
ISSN: 0143-5124

Keywords

Book part
Publication date: 26 November 2020

Finn Frandsen and Winni Johansen

In February 2015, Jørgen Vig Knudstorp, CEO of the LEGO Group, invited the national and international press to a financial briefing at the company's headquarters in Billund…

Abstract

In February 2015, Jørgen Vig Knudstorp, CEO of the LEGO Group, invited the national and international press to a financial briefing at the company's headquarters in Billund (Denmark). 2014 had been an exceptional year of growth for the LEGO group. Nevertheless, most of the journalists present in the room were surprised when the Danish CEO suddenly began to dance in front of the audience while singing ‘Everything is awesome’ from the LEGO Movie. Why did he do it? Was it out of spontaneous joy? Or was there a strategy behind his actions? And what were the reactions of the media and LEGO employees? What can a CEO who is dancing and singing for a few seconds or minutes in front of a group of journalists tell us about leadership roles and leadership communication? The aim of this chapter is to provide plausible answers to these questions. We combine theory of dancing with three different approaches to the study of leadership: (1) a strategic approach: the CEO as a Performer, (2) a positive organizational scholarship approach: the CEO as a Chief Happiness Officer and (3) a critical approach: the CEO as a Seducer. At the end of the chapter, we discuss how this small case study can contribute to a broader understanding of strategic communication that includes a dramaturgical and multimodal perspective.

Article
Publication date: 7 August 2017

Francesca Conte, Alfonso Siano and Agostino Vollero

The purpose of this paper is to analyse the engagement of chief executive officers (CEOs) in corporate communication and focus on how their approach to communication develops in…

2045

Abstract

Purpose

The purpose of this paper is to analyse the engagement of chief executive officers (CEOs) in corporate communication and focus on how their approach to communication develops in relation to the longevity of their tenure. The paper also explores how founder centrality is linked to the objectives of CEO communication and the CEOs’ use of personal social media.

Design/methodology/approach

The paper brings together the relevant literature from different disciplines, related to leadership communication, CEO longevity and founder centrality, and reveals a number of unexplored issues. Four research questions were defined and an exploratory survey was carried out, involving 93 CEOs from large companies located in Italy.

Findings

The results show that CEOs are strongly engaged in institutional communication. Short-tenured CEOs seem more engaged in building and consolidating relationship networks with specific stakeholders (customers and employees), while long-tenured CEOs tend to be more involved in institutional and financial communications.

Research limitations/implications

Due to the exploratory research design and the circumscribed sample from a single country (Italy), further cross-national evidence is needed to substantiate the suggested links between engagement in communication activities and longevity. The study highlights the managerial and communication skills that CEOs must be provided with during their corporate tenure, thus suggesting the need to further examine the “life cycle” of CEO communication activities.

Originality/value

The paper sheds light on CEO communication dynamics. It is the first of its kind in the Italian context, where some factors, such as longevity of tenure, seem to play an important role in shaping corporate communication objectives and activities.

Details

Corporate Communications: An International Journal, vol. 22 no. 3
Type: Research Article
ISSN: 1356-3289

Keywords

Content available
Book part
Publication date: 26 August 2016

Abstract

Details

The Management Game of Communication
Type: Book
ISBN: 978-1-78635-716-8

Content available
Book part
Publication date: 26 November 2020

Abstract

Details

Joy
Type: Book
ISBN: 978-1-80043-240-6

1 – 10 of over 54000