Creating a positive emotional culture: Effect of internal communication and impact on employee supportive behaviors

The study surveyed 506 employees in the United States to test the effect of internal communication (i.e., corporate-level symmetrical and leadership-level responsive communications) on fostering a positive emotional culture characterized by companionate love, joy, pride, and gratitude. In addition, we tested the interplay between corporate internal communication and a positive emotional culture and its influence on supportive employee behaviors, specifically, organizational citizenship behavior (OCB) and employee advocacy. Results indicated that symmetrical communication and responsive leadership communication cultivated a positive emotional culture in organizations. Such culture also fostered employee OCB and advocacy. Moreover, corporate symmetrical communication directly and positively influenced employee OCB. Finally, this study found that employee OCB positively affected employee advocacy. The theoretical and practical implications of the findings for public relations scholars and practitioners were discussed.     

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.     

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.     

How financial crisis history informs ethical corporate communication: Insights from corporate communication leaders

This study explored how financial crisis history can inform corporate crisis communication practice across industries and over time. Thirty-eight interviews with chief communications officers (CCOs) and their counselors were conducted to explore what lasting lessons these corporate communication leaders learned from their crisis communication practice during the 2008 Financial Crisis. Key lessons learned include: 1) the importance for corporations to tailor their financial communication strategies according to victim vs. perpetrator perception and ethical response expectations held by stakeholders; 2) the importance of stakeholders, and employees in particular, when creating and implementing the plan; 3) the balance between speed and legal concerns, as well as the need for reducing complexity by making sure stakeholder communications are delivered with clarity and accessibility; and 4) a recipe for success includes honesty, transparency, trust/integrity, taking action to reform questionable practices, and abiding by one’s own personal morals. Insights from this study shed light on how learning contributes to ethical corporate communication practice in times of crisis and crisis spillover.     

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.     

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.     

Über kulturelle Einbettung und strukturelle Innovationspotentiale von Projekten

A focus on culture provides a behind-the-scenes view of daily actions resulting from patterns established through structures and leadership concepts. The more complex, the more capable of making decisions, the more self-referential the units are, the more important corporate culture becomes for communication within projects and with their environments. Corporate culture – whether planned or random, functional or dysfunctional – develops wherever communication and collaboration happen regularly. Companies can use projects in a special way to create different cultures and thus to initiate change more successfully. In this process, corporate culture stands for the perspective on the whole including all its differences. The project leader has the special responsibility of relating different cultures to each other while considering and managing the project and its environments as a sensible whole.     

Unpack the relational and behavioral outcomes of internal CSR: Highlighting dialogic communication and managerial facilitation

This study examines how corporate social responsibility (CSR) communication and management contributes to internal public relationship building and employees’ megaphoning behaviors. Specifically, it investigates how organization-public dialogic communication (OPDC) about CSR and organizational leaders’ facilitation behaviors for employees’ CSR engagement influence employees’ perceptions of two distinct types of organization-public relationships: communal and exchange relationships. Structural equation modeling results of 660 online survey responses suggest that OPDC has a positive association with communal relationships and negative association with exchange relationships. Facilitation behavior positively contributes to exchange relationships. Both communal and exchange relationships are positively associated with employees’ positive megaphoning. Yet, negative megaphoning is negatively linked with communal relationships and positively linked with exchange relationships. This study contributes to the growing body of literature on internal CSR communication and management. More importantly, it uncovers the nuanced effects of CSR on employee-organization communal and exchange relationship building.     

Strategies for fostering basic psychological needs support in high quality youth leadership programs

Youth leadership programming has become an increasingly common context to foster basic psychological needs and promote youth development. The purpose of this qualitative study was to explore strategies involved in fostering youth needs support within six leadership programs. Two leaders and 30 youth participated in semi-structured interviews to better understand the strategies used to foster needs support. Findings revealed that leaders were able to foster a sense of relatedness among youth through building trusting adult-youth relationships and nurturing an inclusive environment. Maximizing choice and negotiating youth voice helped to foster youth’s autonomy. Finally, creating a task-oriented climate and providing intentional opportunities for skill-building helped to foster youth’s competence. Findings suggest that training for leaders is critical in understanding what, and how strategies should be employed to help foster youth needs support in leadership programming. Limitations and future directions are outlined.     

What constitutes great IDEA? An examination of corporate diversity communication on facebook and external and internal stakeholder reactions

This study conducted a quantitative content analysis to examine corporate Inclusivity, Diversity, Equity, and Accessibility (IDEA) communication (n = 1216) from 48 corporations on Facebook through the lens of dimensionality, stakeholders, drivers (legitimation), and level of investment. Findings indicated that most of the IDEA communication on Facebook focused on gender and racial/ethnicity diversity, employee, and community stakeholders. The IDEA communication was almost equally value- and performance-driven and reflected external promotion level of investment. External stakeholders engaged more with performance-driven and external promotion IDEA communication. The volume of IDEA posts reflected corporate internal diversity practice and was positively related with Glassdoor ratings of the corporation by African American, Middle Eastern, and LGBTQ+ employees.     

Cultivating employee creativity through strategic internal communication: The role of leadership,symmetry, and feedback seeking behaviors

Using a survey of 405 full-time employees, this study examined how organizations’ internal communication influenced by leadership communication at the supervisory- and senior-levels impacts employee creativity and how employees’ feedback-seeking behaviors mediate these relationships. The results suggest that leadership communication at the supervisory and senior levels positively influence symmetrical internal communication system. The analysis also shows that symmetrical internal communication and leadership communication cause employees to seek more feedback from different interpersonal sources including supervisors, coworkers, and peers in other departments, which in turn enhances creativity. This paper concludes with a discussion of the theoretical and practical implications of these findings for public relations and internal communication.     

Why Leadership Matters to Internal Communication: Linking Transformational Leadership,Symmetrical Communication,and Employee Outcomes

This study examines how organizational leadership influences excellent internal communication by building the linkage between transformational leadership, symmetrical communication, and employee attitudinal and behavioral outcomes. The results showed that transformational leadership positively influences the organization's symmetrical communication system and employee–organization relationships. The effects of transformational leadership on employee relational outcomes are partially mediated by symmetrical internal communication. Symmetrical communication demonstrates large positive effect on the quality of employee–organization relationships, which in turn leads to employee advocacy. Effects of symmetrical internal communication on employee advocacy are fully mediated by employee–organization relationships. Significant theoretical and practical implications are discussed.     

意见领袖视角下大学生网络领导力实现途径

意见领袖的要素是影响者、接受者和信息媒介,实质是影响力的实现。在信息社会背景下,网络意见领袖的出现,促进了网络领导力的发展。大学生是网络的生力军和意见领袖的重要群体,大学生网络领导力成为重要的研究领域。网络是大学生领导力实现的途径．大学生网络领导力的特征是价值理念文化性、工具技能时代性、影响渠道虚拟性、影响模式单一性、影响效果即时性和指导绩效发展性;影响因素有渠道与理念、工具与技能、环境与信息、指导与奖惩;研究领域更加系统化．研究范式是实证与质性相结合。     

Pragmatic optimism,crisis leadership,and contingency theory: A view from the C-suite

In the last three decades, the theory of strategic conflict management has been developed so that it is a strong framework for considering the factors that influence an organization’s response to crises and identifying the importance for dynamic and flexible approaches to crisis decision-making and communication. While leadership is considered one of the critical internal contingency factors but individual characteristics of key decision-makers, like the CEO, are also one of the most understudied ones. At the same time, the concept of optimism has long been explored as a factor influencing performance and positive outcomes in many arenas, but with scant evidence in the application to senior-level leadership or crisis contexts. In fact, in the crisis literature where optimism and pessimism is addressed, it largely argues that crisis leaders should adopt a pessimistic mindset. For this study senior-leaders in multinational companies responsible for managing employees in an average of 70 countries each and with extensive crisis leadership experience reflect on their own experiences during crises. Findings indicate that optimism is a critical trait in successful crisis leadership connecting to positive outcomes for the teams and organizations. These data also provide critical insights that develop a stronger understanding of contingency planning in crisis management because we have identified a trait that amongst an elite group of managers with extensive crisis experience was consistently attributed to their own success as crisis leaders.     

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.     

Protest leadership in the age of social media

This article challenges the idea that social media protest mobilization and communication are primarily propelled by the self-motivated sharing of ideas, plans, images, and resources. It shows that leadership plays a vital role in steering popular contention on key social platforms. This argument is developed through a detailed case study on the interaction between the administrators and users of the Kullena Khaled Said Facebook page, the most popular online platform during the Egyptian revolution of early 2011. The analysis specifically focuses on the period from 1 January until 15 February 2011. It draws from 1629 admin posts and 1,465,696 user comments, extracted via a customized version of Netvizz. For each day during this period, the three most engaged with posts, as well as the 10 most engaged with comments, have been translated and coded, making it possible to systematically examine how the administrators tried to shape the communication on the page, and how users responded to these efforts. This analysis is pursued from a sociotechnical perspective. It traces how the exchanges on the page are simultaneously shaped by the admins’ marketing strategies and the technological architecture of the Facebook page. On the basis of this exploration, we argue that the page administrators should be understood as ‘connective leaders’. Rather than directing protest activity through formal organizations and collective identity frames, as social movement leaders have traditionally done, connective leaders invite and steer user participation by employing sophisticated marketing strategies to connect users in online communication streams and networks.     

Crisis perceptions,relationship, and communicative behaviors of employees: Internal public segmentation approach

This study examines when and why employees engage in external communicative behaviors during the periods of a corporate crisis. Combining a cross-situational factor (i.e., pre-crisis relationship quality) and a situational factor (i.e., crisis-specific perceptions), this study segments internal publics to understand employees’ motivations of becoming advocates for or adversaries of their organization. The results of an online survey demonstrated that employees’ pre-crisis relationship to their organization plays a critical role in encouraging them to advocate for their company; meanwhile, their crisis-perception—whether they feel fewer constraints in solving a crisis—is more likely to make them share negative information externally. Segmented groups of employees with high levels of both relationship and activeness are most likely to engage in both positive and negative external communication behaviors. Theoretical and practical implications for public relations and internal crisis communication are suggested.     

Navigating change in the era of COVID-19: The role of top leaders’ charismatic rhetoric and employees’ organizational identification

The Novel Coronavirus (COVID-19) pandemic has had tremendous and swift effects on organizational change. This study examined how organizations can leverage leadership and employee resources to facilitate positive change outcomes. Drawing from the self-concept based motivational theory of charismatic leadership and substitutes for leadership theory, the current study proposed a theoretical model connecting top leaders’ charismatic rhetoric, employees’ affective commitment to change, and employees’ turnover intention. Furthermore, the study investigated contingencies that may modify the relationship between leadership communication and followers’ outcomes. Results from an online panel of 417 U.S. employees showed that top leaders’ use of charismatic rhetoric during change led to followers’ affective commitment to change, which decreased their turnover intention. Furthermore, employees’ organizational identification moderated this relationship. When employees have low identification with their organizations, top leaders’ charismatic rhetoric to address the immediate change is more needed.     

高校学生干部情绪智力领导力研究

提高高校学生干部领导力教育的针对性和有效性,应当着力于把握当前中国高校学生干部的领导力水平。对1238名高校学生干部的抽样调查发现,中国高校学生干部的情绪智力领导力总体处于中等水平,且存在不同类别高校、学科、学历、年级、性别等方面的差异。因此,相比"211"高校,普通高校更应加强学生干部领导力的培养;在开展高校学生干部领导力教育的过程中,应考虑大学生的学科差异、性别差异等因素;大学生干部领导力教育应加强情境认知能力的环境觉知和团队洞察方面的内容;加快研究适合中国高校大学生领导力教育的理论和评估工具,以更好地指导大学生领导力教育的实践。     

The relationship between reputation,employer branding and corporate social responsibility

Reputation management requires coordination between internal understanding and external expectations (Cornelissen, 2011). The focus of this study were external expectations of potential employees. The main goal of the study was to contribute to the understanding of corporate reputation and its connections with perceived corporate social responsibility and employer brands. All three concepts were investigated amongst 550 senior college business students. The units of analysis were top twenty national organizations, rated according to a syndicated study on employer attractiveness. The results show that students assign good reputation to those organizations that are perceived as socially responsible and with a good employer brand. Reputation, at least according to our results, seems to be the umbrella concept that encompasses both perceived corporate social responsibility and perceived employer brands. Organizations that develop different strategies, policies and practices with regards to socially responsible behavior and nurturing employer brands have higher levels of perceived reputation among students. Additionally, students' perceptions and position on the list of the most attractive employers is consistent.