An Empirical Analysis of the Influence of Perceived Attributes of Publics on Public Relations Strategy Use and Effectiveness

This study replicates and extends previous research by examining the influence of problem recognition, constraint recognition, involvement, and goal compatibility on use of informative, facilitative, persuasive, and cooperative problem-solving strategies. Members of the Public Relations Society of America (n = 403) were surveyed using direct mail and online modes of administration. The results indicate that perceived attributes of publics significantly influence public relations strategy use in organizations. In addition, attributes of publics were significant predictors of strategy effectiveness. Goal compatibility was found to be the strongest predictor of effectiveness across strategies.     

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.     

Evaluation of and support for group prototypical leaders: a meta-analysis of twenty years of empirical research

The key premise of the social identity theory of leadership, that group prototypical leaders are more favorably evaluated than less prototypical leaders, is supported by twenty years of research. To establish overall how much variance in leader evaluation is attributable to leader prototypicality we conducted a meta-analysis of 35 independent studies (N = 6678). Prototypicality accounted for 24% of variance in leader evaluation. There was a large overall effect (r = .49), which was moderated by research method and type of evaluation. The relationship was stronger in correlational studies (r = .60) than experiments (r = .35), and on measures of leader trust (r = .63) than effectiveness (r = .43). Theoretical implications and future directions are discussed.     

Fostering artistic ensemble performance: Exploring the role of transformational leadership

Although empirical studies suggest that a transformational leadership style is efficient in orchestras, a coherent explanation for this finding is lacking. Linking research on workforce diversity with research on team innovation, this article provides a framework that explains the positive effects of transformational leadership in orchestras. Transformational leaders enhance the positive effects of ensemble diversity on idea generation, while at the same time reducing its negative effects on idea integration. This twofold effect of transformational leadership promotes artistic ensemble performance, that is, a coherent, highly synchronized interpretation of a given score. Contributions to the literature and implications for further research are formulated.     

Enhancing volunteers capacity in all‐volunteer nonprofit organizations: The role of volunteer leaders' reliance on effective management processes and (de)motivating leadership

All‐volunteer nonprofit organizations rely solely on the commitment of volunteers to support their operations. As such, it is important that leaders of these organizations, even though they are volunteers themselves, rely on professional skills in order to optimize their organization's volunteers capacity. In the present study, we investigated how volunteer leaders' reliance on effective management processes and a (de)motivating leadership style related to volunteers capacity. To this end, we relied on the Competing Values Framework (CVF) and Self‐Determination Theory (SDT), respectively. Results revealed a positive (unique) association between (the sum score of) the management processes of the CVF models, as well as (the sum score of) the motivating leadership styles and volunteers capacity. Bivariate analyses indicated that the management processes of each CVF model (i.e., human relations model, internal process model, open system model, and rational goal model) and each motivating leadership style (i.e., an autonomy‐supportive and a structuring leadership style) related positively to volunteers capacity. These findings have important practical implications as they revealed that it is crucial for volunteer leaders to implement effective management processes, while adopting a motivating leadership style.     

Change agents or defending the status quo? How senior leaders frame workplace gender equality

Senior leaders are usually understood to be ideally positioned to drive the organizational changes needed to promote workplace gender equality. Yet seniority also influences leaders' values and attitudes, and how they interpret evidence of inequalities, determine organizational priorities, and design and implement remedies. This article examines leaders' perceptions of workplace gender equality using system justification theory to explain survey data from Australia's public sector (n = 2292). Multivariate analysis indicates that male and female leaders more positively rate the gender equality climate in their agencies, compared with lower-level staff, and that male leaders show most propensity to defend the status quo. Findings call into question the effectiveness of change strategies that rely on leadership and buy-in of those whose privilege is embedded in existing arrangements, and problematize dominant organizational approaches casting senior leaders as effective change agents for gender equality. The article helps to explain gendered power dynamics, which produce and sustain organizational inequalities and make workplace equality so hard to achieve, and points to ways to strengthen practical approaches to promote equality in organizations.     

Transformational leadership behavior,emotions, and outcomes: Health psychology perspective in the workplace

The purpose of this study is to empirically evaluate the transformational leadership styles, emotions, and organizational outcomes among different professionals in different sectors. The transformational leadership and emotions theories were utilized and tested in a sample of 128 leaders in Sweden. The main objectives of the study are (1) to determine which of the transformational leadership styles (TLS) are best at predicting effective outcomes (OUT) of extra effort by employees (EXE), leader effectiveness (EFE) and job satisfaction (SAT) and (2) to examine which TLS predict significant positive emotions (TEMO). Results of the study reveal that TLS and most of the outcome scales (SAT, EXE, SAT) are positively and significantly correlated. Charisma (C) and idealized influence (II) are not correlated with EFE. The results further supported that inspirational motivation leaders behavior could produce greater amounts of SAT (r?=?.54**), EXE (r?=?.41**). Individualized consideration (IC) also generates great SAT, r?=?.42. The study also found that only inspirational motivation (I) and intellectual stimulator leadership styles made a significance for TEMO such as being enthusiastic, hopeful, proud, happy, attentive, and inspiring with β?=?26 and β?=?17, respectively. Inspirational transformational leaders’ behavior and emotions are the most capable in increasing the organizational overall outcomes by boosting employees’ job satisfaction, additional effort, and effectiveness. Hence, these improve and enhance the mental and psychological health inside and outside the workplace.     

Are male managers better than female managers?

This essay studies gender differences in leadership from two perspectives: social system and leadership styles. The rising of female's superiority on leadership has increasingly been recognized by the society. The discrimination problem and ‘glass ceiling'upon females arouse a more human, more mature and more efficient leadership style than male. This study concludes that female leaders are not weaker than male leaders and they have working enthusiasm and abilities just as male. As long as the opportunities are fair provided, female leaders can do even better than male leaders.     

Transformational Leadership, Organizational Culture, Organizational Effectiveness, and Programme Outcomes in Non-Governmental Organizations

This study examines whether transformational leadership influences organizational culture that furthers NGOs?? effectiveness. It also examines whether transformational leadership at the top directly influences NGOs?? effectiveness. Further, it tests whether NGO effectiveness improves the programme outcomes in terms of health, income, education, and happiness of villagers. Data were collected from 312 NGOs in Jharkhand state (India). Transformational leadership, organizational culture, and NGO effectiveness were assessed from NGO personnel using standard instruments, and programme outcomes on health, income, education, and happiness were evaluated from villagers using wooden cubes. Findings reveal that transformational leadership builds organizational culture that furthers NGO effectiveness. Transformational leadership does not influence directly NGO effectiveness but it enhances NGO effectiveness promoting organizational culture. Furthermore, NGO effectiveness improves the outcomes of programmes undertaken by NGOs in terms of better health, income, education, and happiness of beneficiaries.     

Sources of Volunteer Motivation: Transformational Leadership and Personal Motives Influence Volunteer Outcomes

We examined the separate influences of volunteers' personal motives and their team leaders' behaviors on volunteer satisfaction and contributions, along with mediating processes suggested by self‐determination theory. Participants were 302 volunteers who worked in teams at various sites through a central agency. As predicted, both personal motives for volunteering and transformational leadership influenced volunteer satisfaction through enhanced work meaningfulness and higher‐quality team relationships. However, motives that predicted volunteer contribution were different from those that predicted satisfaction. Whereas satisfaction was positively associated with motives concerning esteem enhancement and value expression, contribution was positively associated with motives to gain understanding and negatively related to motives pertaining to esteem enhancement and social concerns. Transformational leadership was positively associated with volunteer satisfaction, but not with volunteer contributions. The theoretical ramifications of these findings are discussed, along with practical implications for the recruitment and retention of volunteers.     

Mindful leadership: mindfulness as a new antecedent of destructive and transformational leadership behavior

Purpose: While previous research has well-examined the stress reducing effects of mindfulness, much less is known, evidentially, about the impact that it might have on working behavior, particularly in the context of leadership. Against this background, the goal of our study was to examine whether mindfulness influences leadership behavior.Design: To answer this question, we used a two-source survey study consisting of 60 teams, examining trait mindfulness of leaders via self-evaluation and their leadership behavior through the eyes of their subordinates. To analyze the given data, we conducted regression analyses.Results: Our findings confirmed the hypothesized relationships. We found a negative relationship between leaders’ mindfulness and destructive leadership, as well as a positive one between leaders’ mindfulness and transformational leadership.Implications: The results of our study underline the importance of mindfulness as a potential tool to optimize leadership quality. In order to prevent destructive and promote transformational leadership, organizations should help to develop leaders’ mindfulness capacities.     

Public Relations Problem Solving: Heuristics and Expertise

This study examines one of the threats to successful problem solving identified by cognitive psychologists: error induced by the problem solver's use of heuristics. The 3 factors comprising expertise (experience, education, and training) are considered in a controlled experiment involving conjunction-rule problems framed in a public relations context. A novel approach to measuring expertise is used and discussed in this study. Training was found to significantly affect error rate. whereas experience and education, as operationalized in this study, had no effect. Implications for cognitive researchers are discussed. as are more pragmatic concerns for those interested in studying problem solving.     

The Role of Public Relations With Internal Activists

Abstract

Within the context of benefits/outsourcing reviews at a small, Eastern U.S. college, this qualitiative case study examined potential internal activism, employee/organizational leadership communication strategies, and ensuing changes in internal public relations practices/structure. Findings revealed that employees implemented activist strategies in response to perceived communication gaps, prompting organizational leadership to increase solictiation of employee input and commit to ongoing, two-way symmetrical communication; structural changes in internal public relations practices and reporting relationships also resulted. Extending previous activism research findings to internal publics as activists, in this study I suggest that the prodrome of potential employee activism should inform future public relations practice.     

The role of ethical leadership in building influence: Perspectives from female public relations professionals

Practices of ethical leadership in public relations can be context-specific and they can influence organizational effectiveness. By conducting a national survey, this study examines female public relations professionals’ perspectives on ethical leadership. The results suggest that the majority of female professionals feel ready and confident in providing ethics counseling as needed. Most importantly, the highest ranked public relations leaders’ ethical conduct help reinforce female professionals’ ethical practice. Female professionals indicate it is necessary to use multiple strategies to build and enact influence as an ethical leader in public relations. Theoretical and practical implications are discussed.     

The Impact of Family Functioning on Caregiver Burden among Caregivers of Veterans with Congestive Heart Failure

A cross-sectional study of 76 family caregivers of older veterans with congestive heart failure utilized the McMaster model of family functioning to examine the impact of family functioning variables (problem solving, communication, roles, affective responsiveness, and affective involvement) on caregiver burden dimensions (relationship burden, objective burden, stress burden, and uplifts). Regression analyses indicated that the five dimensions of family functioning were significantly related (p < 0.01) to relationship burden (R ² = .27) and uplifts (R ² = .29). More specifically, increased relationship burden was associated with problems in family roles, and increased uplifts was related to higher levels of affective responsiveness.     

Walking the talk: An exploratory examination of executive leadership communication at startups in China

This study explored the under-researched topic of leadership communication in the context of startup companies in China. Specifically, this study examined the role of executive leadership in shaping corporate culture and leadership communication purposes, strategies, and channels in startups. Findings were derived through 25 in-depth interviews with entrepreneurs in China, and they suggested that 5 major corporate culture types are prevalent and can coexist at startups, including innovation/adventure, openness, inclusiveness/participation, supportiveness, and aggressiveness/competitiveness. The character and management style of startup leaders shape the culture of the organization. Leadership communication serves various internal and external purposes at the informational, motivational, and behavioral levels. Symmetrical, transparent, authentic, and visionary communications are found to be effective leadership communication strategies at startups. Startup leaders overall prefer using face-to-face communication and mobile social messengers (e.g., WeChat) to communicate with internal and external stakeholders, followed by email and phone. Implications of the findings are discussed.     

Socio-Contextual Influences on the Korean News Media's Interpretation of Samsung's $847.6 Million Donation

This study investigates the role of leadership in facilitating strategic communication management and effective public relations practice by proposing a set of dimensions measuring corporate communication executives’ perceptions on leadership. A measurement methodology was applied and suggested to facilitate empirical investigation. Data from two groups of senior corporate communicators and public relations executives (N = 384) nationwide were used to assess the validity and reliability of proposed leadership dimensions that contribute to effective communication management. Results from both groups demonstrated strong support for the proposed higher-order measurement model. The analysis suggested that 6 major dimensions (self-dynamics, team collaboration, ethical orientation, relationship building, strategic decision making capability, and communication knowledge management capability) are crucial for communication executives to expand their influence in the institutional context and generate desired communication outcomes. The findings offer insights on both leadership and corporate communications that may account for significant nonfinancial indictors of organizational effectiveness.     

Leadership and Gender in Public Relations: Perceived Effectiveness of Transformational and Transactional Leadership Styles

This study used a quantitative survey and qualitative focus groups to examine perceptions of leadership styles, sex differences in these perceptions, and opinions about the gendered nature of leadership in public relations. In summary, the focus group data supported survey results that indicated a strong preference for transformational leadership style over transactional leadership. However, there was also strong evidence for a preference for situational leadership. Findings are interpreted within the frameworks of public relations theory and gender theory.     

Responding to Activism: An Experimental Analysis of Public Relations Strategy Influence on Attributes of Publics

Experimental methods were used to examine the influence of public relations strategies on attributes of publics. Specifically, public relations strategies derived from Hazleton and Long's (1988) public relations process model were tested to determine strategy influence on problem recognition, involvement, constraint recognition, and goal compatibility toward an organization responding to activism. Results indicate that the attributes of problem recognition and involvement are influenced by public relations strategies. In addition, the findings of this study support the situational theory of publics. Items measuring involvement and goal compatibility were the strongest predictors of information seeking behavior. Findings indicate that goal compatibility is a predictor of strategy effectiveness.     

Tuning into performance and satisfaction in nonprofit orchestras: One link between transformational leadership and satisfaction is through reduction in conflict

In this study, we tested hypotheses concerning volunteers' not‐for‐profit work, specifically the relations of transformational leadership with performance and satisfaction as well as the question of how task and relationship conflict fit into these relations. We argue that conflicts are detrimental to satisfaction and performance and that the frequency of conflict can be reduced through transformational leadership. We analyzed data from a large sample of lay orchestra musicians (N = 1,535) and found that musicians' perceptions of their conductors' transformational leadership style were positively related to both the performance and satisfaction of the musicians. Furthermore, we found that conflict mediated the relation between transformational leadership and satisfaction to some extent. The mediation occurred via the frequencies of both task and relationship conflicts even though the frequency of conflict was quite low in this sample in general.