A Test of Excellent Leadership in Public Relations: Key Qualities,Valuable Sources,and Distinctive Leadership Perceptions

To better understand leadership in public relations and explore its value in successful communication management, this article captured the perceptions of mid- and senior-level public relations executives (N = 222) regarding the important qualities and dimensions of excellent leadership in the practice. According to study participants, strategic decision-making capability, problem-solving ability, and communication knowledge and expertise are the three most important qualities of excellent leadership. In addition, respondents said that on-the-job experiences, individual initiative and desire, and role models are the most valuable sources of leadership skills and development. About half of the respondents indicated that excellent leaders in public relations are different from leaders in other fields in three ways: They must hold a compelling vision for communication, possess comprehensive understanding of media and information systems, and effectively develop and implement strategic communication plans. Professional women and men in the study viewed excellent leadership in more or less similar ways. The study advances understanding of leadership in the field, which has been little explored in the public relations literature.     

Strategic leadership in public relations: An integrated conceptual framework

Although scholars have recognized the importance for public relations executives demonstrating strategic leadership in facilitating effective public relations practice, few have attempted to explain the multi-faceted nature of the leadership construct. In this paper, the author proposes an integrated conceptual framework to explain the leadership construct and its key dimensions. In addition, the author also proposes that leadership effectiveness can be mediated by a core set of organizational structure and culture as well as the social culture within which the organization operates. The paper also offers suggestions for future research to better understand how leadership influences public relations effectiveness.     

Effective Public Relations Leadership in Organizational Change: A Study of Multinationals in Mainland China

This study explored the role of public relations leadership during organizational change in 3 multinationals in mainland China. Based on 40 in-depth interviews, the findings suggested that the leadership of public relations unit or function during organizational change was shown through coaching middle management to manage employee emotions, providing communication training to middle management, communicating and reinforcing shared visions for change, and managing the conflicts between middle management and top management regarding change rationales, planning, and procedures. The leadership role of public relations managers was enacted through consulting CEOs' communication styles, exerting upward influence in change management, and acting as the different voice when decision making for change was questionable. Results of the study extended existing public relations leadership scholarship and shed light on some tentative dimensions of public relations leadership during organizational change: (a) coaching emotion management, (b) educating communication knowledge and skills, (c) reinforcing shared visions, (d) resolving conflicts, (e) exerting upward influence, and (f) acting as a different voice. Limitations of this study and suggestions for future research are also discussed.     

Corporate social responsibility engagement and communication by Chinese companies

Premised upon the centrality of relationship management in corporate social responsibility (CSR) and public relations functions, and the growing momentum toward CSR in China, this study reports survey results of corporate communication/public relations executives in Chinese companies on aspects of CSR accountability and transparency. Responses to four key topical areas – drivers for CSR engagement, areas of practice, importance of CSR communication, and preferred channels for communication – suggest a strong concern for corporate image and culture in pursuing CSR, an overwhelming emphasis on disaster relief despite the recognition of a much broader array of societal priorities, and the Chinese companies’ current reliance on in-house and Internet media for CSR communication.     

Images and Strategic Corporate and Marketing Planning

This article reviews the concept of images in marketing. The marketing literature identifies two levels of images: brand images and corporate images. At the brand level, corporations address the extent to which each marketing instrument contributes to the brand image and the extent to which that image enhances desired economic behavior of markets. Corporate images include brand images, but they also consist of factors such as the quality of management, corporate leadership, and employee orientation. Corporations must harmonize their brand and corporate images. They also must bring their perceived self-images into harmony with those of all relevant publics. To harmonize these images, the planning of marketing and public relations should be integrated at the level of strategic management. Corporate leadership can detect the overlapping requirements of the market and society only by combining marketing and public relations under the common roof of strategic corporate planning and by making them equal instruments of management.     

The role of leadership in shared value creation from the public’s perspective: A multi-continental study

Porter and Kramer’s concept of creating shared value (CSV) has been welcomed as an approach to corporate social responsibility (CSR) among corporations that also provides a practical opportunity for dialogue in public relations, but it has been little examined from the general population’s (i.e., the public’s) perspective. Such scrutiny is important because its findings enable public relations to contribute to the debate and development of CSV from both the public’s and the organization’s viewpoints. Additionally, if public relations professionals understand how the public perceives CSV, they can give a strategic perspective to top management for maximizing moral capabilities of the business and formulate effective communication to promote CSV initiatives. This study investigates whether the public prefers corporations to practice CSV as opposed to intrinsic CSR as a separate pursuit from business interests. It also explores the role of leadership as an influential and ethical construct in implementing effective CSV as perceived by the public. The public’s preference for CSV over intrinsic CSR was revealed in a survey of 1784 participants in the United States (US), Germany, and China. Factor analysis results further suggested that effective CSV competencies of CEOs were construed as a unidimensional concept in the US, but German and Chinese participants viewed it as two-dimensional. The public perceived that leaders’ moral character played a more important, core role in effective CSV than did altruistic and behavioral attributes, across nations. Network analysis of the perceived effective CSV-characteristics provides further implications for CSV communication.     

Characteristics and Dimensions of Ethical Leadership in Public Relations

This study explores the characteristics of leadership in developing and managing ethics in public relations, based on in-depth interviews with 20 public relations executives in the United States. Systematic analysis of the interview data identified multiple dimensions of ethical leadership and ethical knowledge, and suggested that ethical leadership is grounded in personal rather than professional characteristics. Personal ethics, interpersonal behaviors, and articulation of ethical standards emerged as 3 salient characteristics of an ideal leader in facilitating knowledge transfer of ethics in public relations organizations. Ethical knowledge is implicit, intangible, personal, and often difficult to identify or articulate, posing a challenge for the transfer of knowledge through structured and formalized approaches. Theoretical implications and practical recommendations are discussed.     

A Study on Dialogic Communication,Trust, and Distrust: Testing a Scale for Measuring Organization–Public Dialogic Communication (OPDC)

Although there is a wide range of discussion on dialogic communication, or dialogue, in the field of public relations, little research has dealt with the empirical measurement of organization–public dialogue. The primary purpose of this study was to test the proposed scale for measuring organization–public dialogic communication (OPDC). Additionally, this study aimed to demonstrate the link between dialogic communication and trust/distrust between organizations studied and their publics. For the research purpose, two anonymous online surveys were used to collect the data. The participants were American consumers randomly selected from a representative research panel of online survey participants (N = 704). According to the results, the proposed 2-factor, 28-item scale of OPDC was valid and reliable. Also, for further empirical validation, this study found that the proposed scale of OPDC is significantly related to public trust and distrust. Given the scarcity of the empirical research on OPDC, the results of this study can contribute to further research in communication management.     

Toward excellence in public relations: identifying practices and barriers in Kuwaiti corporate,governmental and non-profit organizations

ABSTRACT

This study aimed to examine the applicability of the Excellence principles in Kuwait, generating insights into factors that affect the practice of strategic public relations management across corporate, governmental and nonprofit organizations. The findings, based on 21 semi-structured in-depth interviews with Kuwaiti public relations practitioners, revealed that the public relations profession demonstrates low levels of adherence to the generic principles of excellence. Public relations practitioners are less involved in strategic management and less empowered in the dominant coalition. Practitioners have provided various barriers including higher management’s lack of understanding of public relations, and lack of qualified practitioners, which have created disparities in understanding symmetrical communication. The sector of the organizations and the employment system in the country have also contributed to the situation.     

Do public relations professionals understand corporate governance issues well enough to advise companies on stakeholder relationship management?

The King Reports on Governance for South Africa are internationally respected for proposing integrated reporting in a triple bottom-line business context to improve corporate governance. The most recent report, King III, views stakeholder relationship management as a key tenet of corporate governance. This raises the question whether public relations professionals (PRPs) understand the principles of corporate governance well-enough to inform and guide organizations on the management of stakeholder relationships. The views of senior PRPs at selected top performing companies were elicited on their practice of stakeholder relationship management in line with corporate governance principles. It was found that their knowledge on corporate governance was limited, although they recognized its importance. They propose six role functions for managing stakeholder relationships on a strategic or managerial level; these role functions are aligned with the King III principles on stakeholder relationships. The following three were of particular importance: developing a corporate strategy, giving advice to senior management and managing crisis communication. Different terminologies were used to build relations with stakeholders and different approaches were used to profile stakeholders. It is recommended that organizations leverage their public relations functions on strategic and managerial levels in support of their corporate governance efforts. In turn, PRPs are encouraged to ensure a deep knowledge on corporate governance issues when counseling senior management on building stakeholder relationships.     

Does accreditation really matter in public relations practice? How age and experience compare to accreditation

Many scholars and practitioners have suggested accreditation as one way to enhance the professionalism of public relations practice. But, others have questioned whether accreditation really makes a difference and whether experience is a sufficient substitute for accreditation. This study found that, although accredited practitioners were significantly older and had significantly more years of experience compared to their non-accredited counterparts, differences between the groups with respect to seven work categories and five professional competencies remained even when age and years of experience were controlled. The affected work categories were account/client management, strategic planning, public relations program planning, project management, stakeholder relations, issues management, and crisis management. The affected professional competencies were the four-step strategic planning process; ethics and legal issues; communication theory; business literacy; and advanced communication skills. In short, this study refutes the argument that age and professional experience are sufficient substitutes for accreditation in public relations. In fact, they are not.     

An Analysis of the Influence of Public Relations Department Leadership Style on Public Relations Strategy Use and Effectiveness

A survey of Public Relations Society of America members (N = 885) suggests that 2 leadership styles are present in public relations environments. Inclusive leaders are collaborative, share decision making, and engage in participative practices. Transformational leaders have a clear vision for the future, motivate change, are good policy makers, inspire others through communication, and are innovative risk takers. Results indicate that inclusive leadership style is positively related to use of facilitative and cooperative problem solving strategies and effectiveness of informative and facilitative strategies. Transformational leadership style is positively related to use of power strategies and effectiveness of persuasive and cooperative problem solving strategies.     

Diversity Issues and Public Relations

Perceptions of diversity issues and implications for public relations were explored within the theoretical framework of organizational culture and requisite variety. Qualitative interviews with 28 practitioners and 5 executives revealed a continuum that ranged from organizations with no commitment to those with a fully integrated diversity strategy. Examples of effective diversity management illustrated the connection between diversity and the strategic management of public relations. We discuss the findings in relation to diversity integration and propose that a final stage not mentioned by participants--diversity as social responsibility--may represent the juncture where public relations and diversity are linked most meaningfully.     

Is Strategic Communication too important to be left to Communication Professionals?: Managers’ and coworkers’ attitudes towards strategic communication and communication professionals

The article is based upon empirical data from a Swedish three-year research project entitled “Communicative Organizations”, investigating the value of communication for organizations. The project is involves eleven organizations. Based upon empirical data from a quantitative survey (n = 6486) the perceived value of strategic communication and communication professionals, mainly among managers and co-workers, is analyzed. Two conceptual models are used for analysis: the communicative organization and the four-by-four model of strategic public relations. The results shows that the self-identity of communication professionals and the normative model of strategic public relations partly mirror and partly collide with the perceptions of managers and coworkers. The study confirms that managers and coworkers find communication crucial for their organizations at a strategic level, but that the role of communication professionals is rather unclear. A majority of the respondents do not understand the core role or roles of communication professionals.     

Online strategic communication: A cross-cultural analysis of U.S. and Chinese corporate websites

This study applied a cultural divergence approach to examine online marketing interactivity and corporate public image on corporate websites. It analyzed different online strategic communication of corporate websites from two different nations—the United States and China. Results indicated that U.S. corporations were more likely to highlight online marketing interactivity and social responsibility, which integrated marketing and public relations as their online communication strategy. Chinese corporations provided more online spaces for the consumer–consumer interactions and emphasized corporation-oriented information.     

Building buy-in: The need for internal relationships and informal coalitions

Significant research has focused on influencing senior leadership, and this study offers new insights into building internal relationships and informal coalitions to provide strategic counsel. These strategies involve internal communications, a neglected area of research and practice. The findings are based on in-depth interviews with 30 executives representing multiple departments in four U.S. companies. A new role justifying public relations’ membership in executive decision teams is internal boundary spanning or gathering intelligence internally across business units, and requires public relations to have a seat at multiple decision tables.     

Learning by leading: Integrating leadership in public relations education for an enhanced value

Twin surveys of senior public relations executives and public relations majors compared perceptual similarities and differences in leadership qualities, skill development sources, and unique features of public relations leadership. The perceptual gap revealed what students believe to be important or less important in the self-actualization process as future leaders. The results offered pedagogical recommendations on how to integrate leadership training in public relations education to prepare students with a sustainable competitive advantage.     

Public Relations Practitioner Role Enactment at the Senior Management Level Within U.K. Companies

This article presents the findings of an initial investigation into the role that the public relations function plays in some of the leading companies in the United Kingdom. The study sought to uncover the pattern of practitioner role enactment within these companies and, in particular, the extent to which practitioners are involved directly in the formulation and implementation of corporate and business strategies. The study revealed considerable differences in the level of practitioner involvement in strategic decision making, with some practitioners fulfilling primarily technical roles and others enacting a more significant managerial role, advising senior executives on policy issues and assisting in the implementation of strategies. Factors such as the industry and organizational context, management expectations of public relations, and the perceived professional competence of practitioners emerged as important determinants of the level of practitioner involvement in strategic decision making. Drawing on the study's findings, a number of propositions have been advanced that may help to guide future inquiries into practitioner role enactment, particularly at the senior management level within organizations.     

Emotional intelligence and public relations: An empirical review

Since the 1990s, the concept of emotional intelligence has garnered growing popular and scholarly attention in the past several decades. Emotional intelligence is generally defined as one’s ability to recognize one’s own emotions, regulate them, recognize others’ emotions, and manage social relationships and is proposed to yield various desirable outcomes for organizations. This study provides a critical and comprehensive review of empirical studies on the role of emotional intelligence in various domains of public relations practice. Findings reveal that existing research has focused mostly on emotional intelligence as a competency vital to effective leadership and employee communication in organizations. Considerable research has also examined emotional intelligence as a necessity for effective crisis management and communication. This study calls for investigating the role of emotional intelligence in different areas of public relations such as media relations and community relations, for improved measurement and methodological pluralism in future research, for EI-based training for future public relations leaders, and for an EI model of professionalism in public relations education.     

State of public relations education in the United States: 2006 report on a national survey of executives and academics

A survey of 312 public relations executives and educators examined how well practitioners and instructors perceive public relations students to be prepared for the practice, the content and value of public relations curricula and, the future of public relations education in the United States. Results are largely consistent with those from a slightly smaller 1998 survey, suggesting that the views of both groups are consistent over time and providing the first two data points in what it is hoped will develop into a longitudinal line of research addressing public relations education. Judgments regarding the desired characteristics among job applicants and essential curriculum content were extremely similar between the practitioner and educator groups with both wanting more emphasis on research, ethics and strategic planning as the field moves from a low-paid technical emphasis toward a much better paid strategic planning and research emphasis.