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Turnover of presidents in colleges and universities occurs frequently and new presidents are rarely trained to handle communication with the range of stakeholders involved in a campus community, which is one of the most complex tasks their job requires. New presidents need guidance and insight to prepare them for this vital aspect of campus leadership. The paper aims to discuss this issue.

This paper analyzes interviews with sitting presidents and vice presidents of communication at flagship universities in the USA to identify themes and best practices for presidential communication.

Analysis of interviews resulted in five consistent recommended practices: be informed about your issue and audience; utilize multiple communication channels; know when to speak; identify and use a communication team; and when you speak, use your own authentic voice.

Limited research exists on the communication process and skills needed to effectively lead colleges and universities. While incoming presidents often lack backgrounds and training in communication strategies, such strategies are required to effectively engage both internal and external audiences. The study provides new leaders with tips from seasoned leaders to enhance their communication strategies.

This paper explores the nature of managerial work in the public relations context drawing comparisons with the way mainstream management research has defined the main elements and processes of management within organisations. The paper begins with a critical review of the public relations and management literatures relating to managerial work and behaviour, highlighting the distinctively different approaches taken by public relations and management scholars in defining the nature of managerial work and behaviour. The paper goes on to present the findings of a qualitative investigation into the role and work patterns of practitioners occupying senior positions in cross sections of both US and UK organisations. The study identifies a number of common elements in pattern of “managerial” work performed by both UK and US‐based practitioners. The study also reveals the extent to which senior practitioners participate as members of the dominant coalition within their organisations and contribute to strategic decision making. The paper concludes by reflecting on the adequacy of existing definitions and understanding of the managerial dimension of the role played by practitioners within organisations.

The purpose of this work is to identify the components of authentic communication with LGBTQ publics and to examine if there is a difference in what constitutes authentic communication for LGBTQ publics compared to other publics.

We conducted in-depth interviews with professionals who both identify as LGBTQ and are instrumental in developing content targeted to this public.

Authenticity is synonymous regardless of the target public; however, differences emerge in the manifestation of authenticity with historically marginalized groups, like LGBTQ publics.

Practitioners working with historically marginalized communities need to make sure they are walking the walk, not just talking the talk.

Authentic communication arises from an organization's broader holistic commitments to diversity, equity and inclusion.

The insights derived by our participants are unique, as they are perspectives traditionally “written out” of research.

Whether organizational change results from a merger, acquisition, new venture, new process improvement approach, or any number of flavors‐of‐the‐day management fads, employee communications can mean the success or failure of any major change program. The Strategic Employee Communication Model with the best practice definitions, which are composites of effective employee communication examples collected from researching selected Fortune 500 companies, help management understand the strategic role of employee communication in a high‐performing company. The model functions as an analytical tool to diagnose a company’s strengths and weaknesses in employee communication so that the company can structure the change communication program and position communication to facilitate the overall change program. In this paper, I explain the Strategic Employee Communication Model and best practice definitions, demonstrate a change communication approach to improving employee communications using the Strategic Employee Communication Model, and provide a case study of the successful use of the model and approach during a major change program.

The purpose of this paper is to look at how an integrated program of formal learning, coaching, business mentoring and project work is delivering results for a television solutions company, NDS.

Presents the comments of Philippa Davidson, human resources (HR) director at NDS, and Peter Ferrigno, NDS vice‐president of communications and HR, plus the viewpoint of R&A training consultancy, which has sought to develop a program that inspires people and ensures real performance improvement.

Describes the key elements of the program as: four training modules spread over six to eight months, to awaken participants to their leadership potential and provide creative training around teaming, negotiation, decision‐making and leadership coaching; executive one‐to‐one coaching input for every participant between the modules, to help them to address issues particular to their development or working circumstances; mentoring for every participant from senior managers selected from outside their own area of activity; and a work‐based project as an integral part of the program which has to be presented to the participants' mentors and senior managers on the final module. Argues that the dovetailing of the one‐to‐one coaching and project work with the formal learning is critical.

Demonstrates that organizations that wish to awaken management talent should not rely solely on training: it is the wraparound activities of mentoring, coaching and project delivery that ensure the learning is transferred into the workplace.

Provides a useful case study of a modular leadership‐development program that has delivered improved results.

In‐depth example of how TQM at a hospital in Memphis, Tennessee has reduced costs, decreased occupancy rates and generally improved efficiency and quality. Explores the possibilities of well‐defined TQM in the health care sector, highlighting the need for education, motivation and good communications and the success it has brought to this particular hospital.

The purpose of this paper is to share the key findings of a program of change at global metals/manufacturing group Luvata, and its impact on leadership, motivational and communications strategy. Luvata's story involves the development of a new global brand based on the acquisition of 65 companies and the management of a mainly blue‐collar workforce in multiple locations around the world. Luvata's business strategy is summed up in the phrase “partnerships beyond metals” – moving towards providing higher value services to its customers instead of just products or materials. To achieve this strategy, it needed everyone in the company to adopt a problem‐solving culture.

The paper is built around the findings of a third‐party external auditing group, which runs an annual internal survey to measure employees' attitudes on a range of measures, including internal communications, chain of leadership and how well connected they feel to Luvata's purpose.

The annual survey shows significant improvements over the past few years. Three years ago, 54 percent of Luvata people had no access to a PC and 18 percent of staff felt “alienated from the purpose of the group.” The 2008 survey found that 72 percent are familiar with Luvata's values, while 70 percent feel they have a “passion for results” and 68 percent say “we deliver on our promises.” A total of 72 percent of respondents believe they work towards clear quality objectives.

Until now, Luvata has kept its corporate story under the radar and has not communicated it externally. This is the first time that Luvata has published a case study about its journey so far, and believes that it raises some valuable points of interest for companies in a similar position.

For investor relations to work effectively, it must be folded into a company's total communications program.