Topic: Leader-Member Exchange and Turnover Author(s), Title and Publication Sherman, K. E., Kennedy, D. M., Woodard, M. S., & McComb, S. A. (2012). Examining the “Exchange” in Leader-Member Exchange. Journal of Leadership & Organizational Studies, 18(1), 1–17. Summary According to leader-member exchange theory (LMX), leaders develop separate exchange relationships with each of their members, with … Continue reading Examining the “Exchange” in Leader-Member Exchange
Monthly Archives: April 2013
Topic: Motivating Language Author(s), Title and Publication Sharbrough, W. (2006). Motivating Language in Industry. Journal of Business Communication, 43(4), 322-343. Summary This study examined leaders’ use of motivating language (ML) and several key employee outcomes at the southeast regional division of a Fortune 500 company. Motivating language theory (MLT) predicts that leaders can improve subordinates’ … Continue reading Motivating Language in Industry →
Topic: Responsible Leadership Author(s), Title and Publication Seeger, M. W., & Ulmer, R. R. (2003). Explaining Enron: Communication and Responsible Leadership. Management Communication Quarterly, 17(1), 58-84. Summary Enron, which is the nation’s seventh largest corporation, collapsed in a financial scandal of 2001-2002. This case study explored the reasons for Enron’s demise with principles of communication-based … Continue reading Explaining Enron: Communication and Responsible Leadership →
Topic: Women in Leadership Author(s), Title and Publication Parker, P. S. (2001). African American Women Executives’ Leadership Communication within Dominant-Culture Organizations (Re) Conceptualizing Notions of Collaboration and Instrumentality. Management Communication Quarterly, 15(1), 42-82. Summary This study examined 15 African American women executives’ leadership communication within majority White, male-dominated organizations in the U.S. Study participants were … Continue reading African American Women Executives’ Leadership Communication within Dominant-Culture Organizations (Re) Conceptualizing Notions of Collaboration and Instrumentality →
Topic: Employee Involvement Author(s), Title and Publication Marshall, A. A., & Stohl, C. (1993). Being “In the Know” in a Participative Management System. Management Communication Quarterly, 6(4), 372-404. Summary A primary advantage of employee involvement is assumed to be the development of knowledgeable workers who perform better. Little research, however, has explored how employees’ activities … Continue reading Being “In the Know” in a Participative Management System →
Topic: Ambiguous Communication Author(s), Title and Publication Markham, A. (1996). Designing Discourse: A Critical Analysis of Strategic Ambiguity and Workplace Control. Management Communication Quarterly, 9(4), 389-421. Summary This case study examined how employees of a small design company experienced a work environment of ambiguous communication. Previous studies have suggested that organizational leaders could use strategic … Continue reading Designing Discourse: A Critical Analysis of Strategic Ambiguity and Workplace Control →
Topic:Vision Implementation Author(s), Title and Publication Fairhurst, G. T. (1993). Echoes of the Vision: When the Rest of the Organization Talks Total Quality. Management Communication Quarterly, 6(4), 331-371. Summary Most members of an organization know the vision primarily through echoes supplied by leaders and other members. Organizational members other than senior managers often pay little … Continue reading Echoes of the Vision: When the Rest of the Organization Talks Total Quality →
Topic: Leader Conversation Author(s), Title and Publication Barge, J. K., Downs, C. W., & Johnson, K. M. (1989). An Analysis of Effective and Ineffective Leader Conversation. Management Communication Quarterly, 2(3), 357-386. Summary Leaders may interact with followers through various channels: written memos, presentations, and so forth. But research has demonstrated that leaders spend most of … Continue reading An Analysis of Effective and Ineffective Leader Conversation →
GAINESVILLE, FL, – Kate James, chief communications officer for the Bill & Melinda Gates Foundation, will headline the Institute for Public Relations (IPR) 52nd Annual Distinguished Lecture & Awards Dinner, November 21 at the Yale Club of New York City. Addressing “The Business of Changing the World,” James will relate the role of communications to … Continue reading Gates Foundation Chief Communications Officer Headlines IPR Dinner →
GAINESVILLE, FL – The Institute for Public Relations (IPR) increased research expenditures by 23 percent in 2012 compared to 2011. The audited 2012 financials are available at https://instituteforpr.org/about/key-facts/financials/ . Total revenue from contributions, registrations and sponsorships topped $751,000, up four percent from 2011. Net assets at the end of 2012 stood at $374,559, only $6,200 … Continue reading IPR’s Focus on Research is in the Numbers →
Employees are ambassadors of their employers. That idea of “ambassadorship” isn’t really new, and it is much more literal than figurative. Employees (and, really, members of any organization) are insiders who represent their employers to people outside the company’s walls. That insider status makes employees authoritative and authentic communicators about their employers. So the natural … Continue reading Employees as Ambassadors and their Effect on Corporate Reputation →
In their 2013 book, Conscious Capitalism, Whole Foods Co-CEO John Mackey and Conscious Capitalism, Inc. co-founder Raj Sisodia discuss how the prosperity creating marvels of capitalism are so often misunderstood, maligned, or narrowly defined. We who choose to devote our livelihoods to public relations can well relate to these same frustrations. Whether practitioner or educator … Continue reading Part I- The Role of Public Relations in Conscious Capitalism →