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Article
Publication date: 23 March 2020

Influence of career identity on ethical leadership: sense-making through communication

Shuang Ren and Doren Chadee

The widespread use of communication technologies and social media platforms such as the #ME TOO movement has amplified the importance for business leaders to demonstrate…

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Abstract

Purpose

The widespread use of communication technologies and social media platforms such as the #ME TOO movement has amplified the importance for business leaders to demonstrate high standards of ethical behavior for career success. Although the concept of ethical leadership has been widely investigated, a theoretical framework from a career perspective does not yet exist.

Design/methodology/approach

This study draws from sensemaking theory to argue that career identity salience shapes leaders' communication behavior to influence the extent to which they are perceived to be ethical by subordinates. We test our hypotheses using multisource data with a sample (n = 337) of business managers.

Findings

The results show that career identity salience has positive influence on communication competence, which positively influences ethical leadership. We further find that communication frequency positively moderates the relationship between communication competence and ethical leadership.

Practical implications

The theoretical and practical implications that, motivated by their career identity, career-ambitious leaders can manipulate subordinates' perceptions of their ethical behavior are discussed along with suggestions for future research.

Originality/value

To our knowledge, this is the first research to provide a career perspective on ethical leadership.

Details

Personnel Review, vol. 49 no. 9
Type: Research Article
DOI: https://doi.org/10.1108/PR-04-2019-0192
ISSN: 0048-3486

Keywords

  • Career identity salience
  • Perceived ethical leadership
  • Communication behavior

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Article
Publication date: 8 February 2020

Communication and leadership in healthcare quality governance: Findings from comparative case studies of eight public hospitals in Australia

Alison Brown

The importance of hospital board engagement in the work of governing healthcare quality has been demonstrated in the literature. Research into influences on effective…

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Abstract

Purpose

The importance of hospital board engagement in the work of governing healthcare quality has been demonstrated in the literature. Research into influences on effective corporate governance has traditionally focused on board architecture. Emerging research is bringing to light the importance of governance dynamics. This paper contributes to emerging research through highlighting how communication and leadership underpin effective engagement in governing healthcare quality.

Design/methodology/approach

A comparative case study of eight Australian public hospitals was undertaken involving document review, interviews and observations. Case studies were allocated into high- or low-engagement categories based on evidence of governance processes being undertaken, in order to compare and contrast influencing factors. Thematic analysis was undertaken to explore how communication and leadership influence healthcare governance.

Findings

Several key components of communication and leadership are shown to influence healthcare quality governance. Clear logical narratives in reporting, open communication, effective questioning and challenge from board members are important elements of communication found to influence engagement. Leadership that has a focus on healthcare excellence and quality improvement are aligned and promote effective meeting processes is also found to foster governance engagement. Effective engagement in these communication and leadership processes facilitate valuable reflexivity at the governance level.

Practical implications

The findings highlight the way in which boards and senior managers can strengthen governance effectiveness through attention to key aspects of communication and leadership.

Originality/value

The case study approach allows the exploration of communication and leadership in greater depth than previously undertaken at the corporate governance level in the healthcare setting.

Details

Journal of Health Organization and Management, vol. 34 no. 2
Type: Research Article
DOI: https://doi.org/10.1108/JHOM-07-2019-0194
ISSN: 1477-7266

Keywords

  • Governance
  • Leadership
  • Communication
  • Healthcare
  • Clinical governance
  • Quality healthcare

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Article
Publication date: 29 March 2019

Leader’s communication style, LMX and organizational commitment: A study of employee perceptions in Peru

Ofelia Brown, Carmen Paz-Aparicio and Antonio J. Revilla

The purpose of this paper is to analyse the impact of a leader’s communication style (LCS) on the quality of interpersonal exchanges between leaders and followers (LMX)…

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Abstract

Purpose

The purpose of this paper is to analyse the impact of a leader’s communication style (LCS) on the quality of interpersonal exchanges between leaders and followers (LMX), and how this translates into the employee’s affective organizational commitment (AOC), in the context of Peru.

Design/methodology/approach

An integrated model of six dimensions is used to measure LCS. Using multiple hierarchical regressions and the Preacher and Hayes mediation model, the study focuses on determining the direct and indirect effect of each of the dimensions on LMX and organizational commitment.

Findings

The dimension preciseness shows a significant direct association to AOC. Four dimensions are significantly related with LMX: expressiveness, preciseness and questioningness with a positive sign, while verbal aggressiveness records an important negative one. The same four dimensions show an indirect effect on AOC through LMX. Emotionality and impression manipulativeness do not record significant results.

Research limitations/implications

The research was carried out with a sample of 253 white-collar Peruvian professionals with high-level studies and managerial experience, which are not necessarily representative of the labor population. This research provides comprehensive evidence on how leaders’ communicative behavior may contribute to desirable outcomes such as employee commitment in a Latin American cultural context, although the findings may apply to other cultures.

Practical implications

This study contributes to clarify that each dimension of the LCS impacts differently on subordinate perceptions; leaders should understand this model and be able to make the necessary adjustments to their communication in order to obtain the desired results of leadership. The leader’s ability to communicate with a style characterized by expressiveness, precision, and questioning makes it easy to build high-quality LMX relationships for Peruvian employees. On the contrary, a communication style characterized by high levels of verbal aggressiveness may negatively affect subordinates, limiting the possibility of building high-quality LMX relationships. This, in turn, affects AOC of employees.

Social implications

This study is a contribution to clarify that each feature of the LCS has a different impact on the perception of the subordinate, for which the leaders should be trained to understand this model and be able to make the necessary adjustments to obtain the desired results of leadership. The leader’s ability to communicate with a style characterized by expressiveness, precision and questioning makes it easy to build high-quality LMX relationships for Peruvian employees. On the contrary, a communication style characterized by high levels of verbal aggressiveness will negatively impact subordinates, limiting the possibility of building high-quality LMX relationships.

Originality/value

The value lies in revisiting the construct “leader’s communication style” to turn it into an instrument for the exercise of leadership. It is a contribution in favor of leaders becoming aware that their own communication style constitutes an instrument of effective leadership and a lever to optimize the commitment of their collaborators toward the organization.

Details

Leadership & Organization Development Journal, vol. 40 no. 2
Type: Research Article
DOI: https://doi.org/10.1108/LODJ-03-2018-0129
ISSN: 0143-7739

Keywords

  • Peru
  • National culture
  • Leader-member exchange (LMX)
  • Affective organizational commitment
  • Organizational communication
  • Leader’s communication style

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Article
Publication date: 8 December 2020

Enhancing employees’ knowledge sharing through diversity-oriented leadership and strategic internal communication during the COVID-19 outbreak

Yeunjae Lee, Weiting Tao, Jo-Yun Queenie Li and Ruoyu Sun

This study aims to examine the effects of diversity-oriented leadership and strategic internal communication on employees’ knowledge-sharing behavior during a crisis…

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Abstract

Purpose

This study aims to examine the effects of diversity-oriented leadership and strategic internal communication on employees’ knowledge-sharing behavior during a crisis situation, coronavirus (COVID-19) outbreak in particular. Integrating knowledge sharing research with internal crisis communication literature as well as self-determination theory, the mediating roles of employees’ intrinsic needs satisfaction are also identified.

Design/methodology/approach

An online survey was conducted with 490 full-time employees in the USA across industry sectors during the COVID-19 outbreak.

Findings

Results suggest that diversity-oriented leadership contributes to transparent internal communication during a crisis and increases employees’ satisfaction of autonomy, competence and relatedness needs. Transparent internal communication also increases employees’ intrinsic needs satisfaction, which in turn fosters their job engagement and knowledge-sharing behavior during the crisis.

Originality/value

This study is one of the earliest studies to demonstrate the effectiveness of diversity-oriented leadership and strategic internal crisis communication in enhancing employees’ knowledge-sharing behavior, especially in the context of COVID-19.

Details

Journal of Knowledge Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
DOI: https://doi.org/10.1108/JKM-06-2020-0483
ISSN: 1367-3270

Keywords

  • Knowledge sharing
  • Self-determination theory
  • Job engagement
  • Internal crisis communication
  • Diversity-oriented leadership
  • Transparent internal communication
  • Intrinsic needs satisfaction

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Article
Publication date: 24 December 2020

Leadership strategies and internal communication in public organizations

Christian Bøtcher Jacobsen and Heidi Houlberg Salomonsen

Leadership can cultivate shared understandings of goals within organizations. Transformational leaders engage in vision-sharing, whereas transactional leaders apply…

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Abstract

Purpose

Leadership can cultivate shared understandings of goals within organizations. Transformational leaders engage in vision-sharing, whereas transactional leaders apply contingent rewards and sanctions. To set the stage for better performing organizations, public managers could lead in ways to improve the communication that flows internally in public organizations, defined as the internal communication performance. Previous studies have linked transformational leadership with internal communication performance in public organizations, but no studies have considered the broader array of leadership strategies and their combination. The purpose of this study is to assess the strength of the relationship between different forms of leadership (transformational and transactional) and internal communication.

Design/methodology/approach

The study is based on a balanced panel dataset of 751 employees.

Findings

The analysis corroborates the existing findings of a relationship between transformational and internal communication, and it identifies a relationship between transactional leadership through verbal rewards and internal communication.

Originality/value

In so doing, the study brings new insights to our understanding of how leaders in public organizations can improve the internal communication in their organizations, which has been linked to, among others, how employees themselves perceive the red tape and performance within public organizations.

Details

International Journal of Public Sector Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
DOI: https://doi.org/10.1108/IJPSM-03-2020-0086
ISSN: 0951-3558

Keywords

  • Transformational leadership
  • Transactional leadership
  • Internal communication

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Article
Publication date: 1 January 2006

Strong communication skills a must for today’s leaders

Deborah J. Barrett

This article is designed to help senior managers be better leaders by being better communicators. The article explains my original concept of “leadership communication”…

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Abstract

Purpose

This article is designed to help senior managers be better leaders by being better communicators. The article explains my original concept of “leadership communication” and provides an original framework to help map out the levels of communication ability business leaders need, including developing a positive ethos and emotional intelligence.

Design/methodology/approach

The objectives are achieved by providing specific and practical definitions and illustrations. The article is based on research on leadership, communication, and emotional intelligence and on extensive experience coaching and working with executives.

Findings

I found that the best business leaders share similar, specific characteristics of good communication that fall into three major groups: core (strategy, writing, speaking), managerial (emotional intelligence, listening, coaching, teams, meetings), and corporate (communicating with all internal and external stakeholders).

Research limitations/implications

Future research could include further developing the leadership communication concept by adding to the framework as I discover other major capabilities needed by business leaders.

Practical implications

All managers can apply my definition of leadership communication and my framework. I have witnessed the improvement managers can make in their leadership ability by focusing on the communication capabilities discussed in my article.

Originality/value

My concept, definition, and framework are all new. The value is in helping managers improve their communication abilities and recognize the importance of emotional intelligence in effective business communication. It is important for all managers and for teachers/coaches who work with them as well.

Details

Handbook of Business Strategy, vol. 7 no. 1
Type: Research Article
DOI: https://doi.org/10.1108/10775730610619124
ISSN: 1077-5730

Keywords

  • Leadership
  • Communication
  • Management development

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Book part
Publication date: 24 September 2018

Fostering Creative Interdisciplinarity: Building Bridges between Ethical Leadership and Leaders’ Interpersonal Communication Competence

Anne Laajalahti

Recently, ethical leadership has become a widely studied research topic. Simultaneously, many studies have begun to emphasise the role of interpersonal communication…

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Abstract

Recently, ethical leadership has become a widely studied research topic. Simultaneously, many studies have begun to emphasise the role of interpersonal communication competence (ICC) in successful leadership. However, there has been little discussion on the links between ethical leadership and leaders’ ICC. To address this research gap, this study aims to compare and combine the research traditions of ethical leadership and leaders’ ICC. The study is based on two literature reviews examining (a) ethical leadership (substudy 1; N = 27) and (b) leaders’ ICC (substudy 2; N = 18). The research questions are as follows: (a) How are the requirements of leaders’ ICC noticed in the literature of ethical leadership? (substudy 1) (b) How are the requirements of ethical leadership noticed in the literature of leaders’ ICC? (substudy 2) The findings reveal that (a) studies in ethical leadership rarely pay attention to leaders’ ICC and (b) studies in leaders’ ICC do not often discuss ethical aspects of ICC, at least explicitly. While a larger sample would have been preferred, the study contributes to previous research by addressing a research gap between ethical leadership and leaders’ ICC and suggests integrating these research traditions to better understand the nature of ethics and ICC in leadership. By promoting novel interdisciplinary research perspectives, the study provides a foundation for further research and development of (a) a competence-based approach to ethical leadership and (b) an ethics-focused approach to competent leadership communication.

Details

Public Relations and the Power of Creativity
Type: Book
DOI: https://doi.org/10.1108/S2398-391420180000003002
ISBN: 978-1-78769-291-6

Keywords

  • Corporate communication
  • ethicality
  • ethical leadership
  • interpersonal communication competence (ICC)
  • leadership communication
  • organisational communication

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Book part
Publication date: 26 August 2016

Communicating the Leadership Status of Organisations: A Cross-National Study in 10 European Countries

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…

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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.

Details

The Management Game of Communication
Type: Book
DOI: https://doi.org/10.1108/S2398-391420160000001007
ISBN: 978-1-78635-716-8

Keywords

  • Leadership status
  • positioning
  • corporate communication
  • strategic leadership communication
  • communication management
  • positioning theory

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Article
Publication date: 2 December 2019

The mediating role of relative communicative behavior on the relationship between ethical leadership and organizational identification

Hassan Abu Bakar and Leah Omillion-Hodges

The purpose of this paper is to examine the underlying process of a relative leader–member dyadic communication behavior linking association between ethical leadership and…

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Abstract

Purpose

The purpose of this paper is to examine the underlying process of a relative leader–member dyadic communication behavior linking association between ethical leadership and organizational identification in Malaysia’s diverse workplace.

Design/methodology/approach

Based on relational dyadic communication, social comparison and social identity theories, the authors develop a mediation model. The model illustrates the link between the relative leader–member dyadic communication behavior processes, ethical leadership and organizational identification. The model was tested on a sample of 273 group members from 58 groups working in large government link corporations in Malaysia.

Findings

Results of hierarchical regression analysis provide support for the model. The authors found that ethical leadership was positively related to relative leader–member dyadic communication behavior based on the norms and values of budi context. Budi is a social norm in the Malaysian context that helps employees to know how they should interact with others. Budi is manifested through the use of language and should be used or present in the interactions or conversations with others.

Originality/value

The relative shared norms and values of budi mediate the relationship between ethical leadership and organizational identification after controlling for the perception of individual leader–member dyadic communication behavior on norms and values of budi.

Details

Leadership & Organization Development Journal, vol. 41 no. 1
Type: Research Article
DOI: https://doi.org/10.1108/LODJ-04-2019-0190
ISSN: 0143-7739

Keywords

  • Group
  • Ethical leadership
  • Multilevel
  • Leader–member
  • Organizational identification

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Article
Publication date: 1 April 2014

Conceptualizing communicative leadership: A framework for analysing and developing leaders’ communication competence

Catrin Johansson, Vernon D. Miller and Solange Hamrin

The concept of “communicative leadership” is used in organisations that analyse and develop leaders' communication competence. A scholarly definition of this concept is…

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Abstract

Purpose

The concept of “communicative leadership” is used in organisations that analyse and develop leaders' communication competence. A scholarly definition of this concept is lacking, and the implications of leaders' communication and the development of communication competence for organisations are rarely discussed. The purpose of this paper is to create a theoretical framework around the concept of “communicative leadership”, which can contribute to future research and development of leaders' communication competence.

Design/methodology/approach

Three research questions were addressed: what communicative behaviours are central to leaders? How can “communicative leaders” be characterised? What is a “communicative leader”? Literature from the leadership and communication research fields was reviewed and related to these questions.

Findings

Four central communicative behaviours of leaders (i.e. structuring, facilitating, relating, and representing), eight principles of communicative leadership, and a tentative definition are presented. A communicative leader is defined as someone who engages employees in dialogue, actively shares and seeks feedback, practices participative decision making, and is perceived as open and involved.

Practical implications

A theoretical foundation to the practice of analysing and developing leaders' communication competence is provided, which is related to employee engagement and organisational performance.

Originality/value

Communicative leadership is a concept emerging from organisational needs, articulated by corporate and public organisation leaders. This article links its core constructs to academic quantitative and qualitative research in an integrated framework, which can guide further research and the development of leaders' communication competence.

Details

Corporate Communications: An International Journal, vol. 19 no. 2
Type: Research Article
DOI: https://doi.org/10.1108/CCIJ-02-2013-0007
ISSN: 1356-3289

Keywords

  • Leadership
  • Communication
  • Communication competence
  • Communicative leadership
  • Leader development

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