Communication Management and the Leadership Challenge

Communication Management and the Leadership Challenge

The Plank Center Studies

University of Leipzig, Leadership Forum 2011 (May 6, 2011)

The agenda…

1. Importance of leadership2. Theories of leadership3. The Plank Center research

--Model of excellent leadership

--Overview of 20 leadership studies

4. Landscape of leader development 5. Future research and collaborations

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Leadership is important

Because leaders…• Make important decisions• Shape organizational culture• Affect communication climate• Contribute to image and future• Influence employee attitudes, perceptions

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Employee perceptions and leadership

Jim

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Jim Shaffer, 2004

What is leadership?

• Traits and characteristics (1920s)• Skills: technical, human, conceptual (1940s)• Styles and behaviors (1950s)• Work team leadership (1960s)• Contingent and situational (1960s)• Ethical (servant) in nature (1970s)• Transformational, charismatic (1980s)• Authentic in nature (1990s)

P. G. Northouse (2007), Leadership: Theory and Practice

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Leadership is complex

Leadership has been defined as … personality a power relation inducing compliance a set of behaviors use of influence focus of group processes form of persuasion initiation of structure instrument to achieve goals

type of role effect of interaction

…and many combinations of these definitions.

B. M. Bass (1990)

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Personal leadership theories

• We know what leadership is• All hold implicit theories or personal “mental models” (Senge) for leaders• Mental models guide our beliefs, decisions, actions

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U.S. Supreme Court Justice Potter Stewart

“I can’t define pornography, but I know it when I see it.“ (1964)

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Research about leadership in communication management

• Increase knowledge• Produce better leaders • Help organizations achieve goals and increase legitimacy • Improve the profession’s image and future• Strengthen education & training

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The Plank Center for Leadership in Public Relations

(www.plankcenter.ua.edu)

• Created in 2005 by UA Trustees • Named for Betsy Plank, 1924-2010

--UA graduate (1944)

--First lady of PR in U.S.• Guided by national board of 22

executives & educators• Mission: help develop and recognize

excellent PR leaders and role models

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The Plank Center for Leadership in Public Relations

(www.plankcenter.ua.edu)

Mission carried out through: --Awards programs

(PRSSA ethics competition, mentorship dinner)

--Legacies from Legends book --Video interviews (18 leaders) --Webinars for educators, students --Platform online magazine --Educator fellowships

--Research grants for leadership studies

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Plank Center research

Supported 20 leadership studies in 5 years• +4,000 practitioners, educators and students • 9 qualities of excellent leaders• A model of excellent leadership in PR (J. Meng, 2010)• Review this research today:

– The model process and results– Overview of the nine qualities

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Research Part I:Leadership model (Meng & Berger)

1. Explored theoretical frameworks: Trait approach—personality Skills approach—capabilities Style approach—behaviors Contingency approach—situation, environment

Transformational theory—charismatic and Dr. Juan Meng

and affective elements Psychodynamic approach—personalities of leaders, followers Public relations approaches—four perspectives

Studies in psychology, sociology, organization studies, management, military

research and public relations.

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Trait approach

• Leaders have innate qualities --Intelligence, self confidence, determination, integrity, sociability

• “Great person” theories: born with traits for greatness• Reborn in 1980s in transformational and psychodynamic approaches

--People associate personality traits with leaders

R. M. Stogdill (1948,

1976)

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Abraham Lincoln

Skills approach

• Leaders need skills and abilities in 3 areas:1. Technical = knowledge in a work area2. Human = ability to work with people3. Conceptual = ability to work with ideas, concepts

• Skills can be learned and developed• Military studies/programs use this approach

R. Katz (1955)

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Style approach

• Leaders have styles—behavior patterns

1. Task (production) behaviors

2. Relationship (people) behaviors

• Many styles: team, authoritarian, bureaucratic, transactional, servant, transformational, laissez faire

Blake & Mouton (1964, 1978, 1985); University studies at Michigan, Ohio State

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Situation/Contingency approach

Leaders are influenced by situation and environment 1. Adapt style to situation—environment2. Change degree of directive vs. supportive style, based on

situation (development continuum)3. Used heavily in training programs in Fortune 500

K. H. Blanchard (1985, 1993); F. E. Fiedler (1967, 1993)

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Transformational approach

Leaders are charismatic : 1. Inspire and transform followers2. Valorize vision, emotions, values, employee needs 3. Engage, motivate, model the way in fast-changing world

Central leadership model in U.S. today?

Max Weber

M. Weber (1947); J. M. Burns (1978); Kouzes & Posner (2002)

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4 public relations approaches

1. Excellence, role theories (Grunig , Dozier & others)--Managerial view, company culture, dominant coalition

2. Contingency theory (Cameron & others)--Environmental influences, flexibility

3. Power relations theory (Berger & Reber)--Dominant coalition, vision, political will and intelligence

4. Gender theory (Aldoory & Toth)--Transformational style, gendered perceptions

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From theories to a model

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Drew 3 conclusions after literature

review:

• Leadership IS complex concept• Opportunity to integrate diverse

approaches• Identifying key dimensions of

leadership and producing a model are valuable steps

RQs

Research Questions

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3. Developed 6 research questions:RQ1: Key dimensions of PR leadership?RQ2: Most important qualities of leaders?RQ3: Sources for leader development?RQ4: PR qualities different from other fields?RQ5: If so, how different?RQ6: Different by gender, other demographics?

What is excellent leadership in communication management?

4. Developed this definition and construct:

“Excellent leadership in public relations is a dynamic process that encompasses a complex mix of individual traits, skills, personal values and behaviors that consistently produces ethical and effective practice. Such practice fuels and guides successful communication teams and helps organizations achieve their goals and increase their legitimacy in society.”

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Our research process

5. Prepared, refined a list of leader dimensions and item measures (BIG step):• Drew from literature review• Conducted 2 pretests of item measures, dimensions

--Reduced dimensions from 8 to 6--Reduced item measures from 89 to 45--Used 5-8 item measures per dimension

Netemeyer et al. (2003); Spector (1992)

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Meng’s model of excellent leadership

6. Developed and tested this conceptual model:

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Excellent Leadership in Public Relations

Self-dynamicsSelf attributes

Shared visionTeam

Collaboration

Ethical Orientation

Relationship Building

Internal Relations

External Relations

Strategic Decision-Making Capability

Communication Knowledge MGT

Organizational structure and

culture

The model’s 6 dimensions

1. Self-dynamics (self-insight and shared vision) Dependable, trustworthy, proactive, change agent, shared vision

2. Team collaboration Inspire, motivate, collaborate, cope with crisis, build interdependence

3. Ethical orientationMaintain core values, understand ethical differences, present trustworthy behaviors, correct erroneous communication

4. Relationship buildingMentor, develop coalitions, be sought out for advice, foster trust and credibility with internal/external groups

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6 dimensions continued

5. Strategic decision-makingMember of key groups, access to leaders, interpret and present info from publics, know company and how things get done

6. Communication knowledge managementEffectively use research, obtain resources, convert knowledge into strategic plans, use evaluation, convince others of PR value

+7. Organizational culture and structure Open communication, access to leaders, leaders who champion communication, reporting structure, organization values diversity

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The survey form

7. We prepared and tested the questionnaire (71 Qs):

55 Qs—six dimensions + culture 2 Qs—ranking top 3 dimensions and sources

of development of leadership 2 Qs—PR leadership different from others 2 Qs—open-ended: outstanding leader and

significant personal experience10 Qs—demographics

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Survey and interview research

8. Surveyed four groups --High-level U.S. communication executives (222) --Entry to mid-level U.S. professionals (162) --U.S. PR students (172) --Int’l professionals (100) --A few interviews (20)

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Survey Samples: PR Execs (n=222) and SPRF (n=162)

PR Execs SPRF Participants 222 162 Female 133 (60%) 127 (78%)

Male 89 (40%) 35 (22%)

Minority 16 ( 7%) 13 ( 8%)

40 years old 177 (80%) 68 (48%)

15 years exp. 171 (77%) 57 (35%)

Corp or agency 162 (73%) 49 (30%)

PR Execs: 222 high-level PR executives in the U.S.

SPRF: 162 Southern Public Relations Federation members 29

RQ 1: The PR leadership model

Excellent Leadership in Public Relations


Shared vision

Team Collaboration

Ethical Orientation


Internal Relations

External Relations



Organizational structure and

culture

1. Data from two groups (n=384) yielded strong support for the 6 dimensions. .


Excellent Leadership in

Public Relations


Shared visionTeam

Collaboration

Ethical Orientation


Internal Relations

External Relations



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Organization structure and

culture

2. Internal consistency reliabilities: Cronbach’s alpha ranged from .78--.86 for the PR Execs and .79--.88 for SPRF group.



Public Relations


Shared visionTeam

Collaboration

Ethical OrientationRelationship

Building

Internal Relations

External Relations



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culture

3. Model fit showed significant indices and values: first and second order measurement models = 90% CI.



Public Relations


Shared vision

Team Collaboration

Ethical Orientation


Internal Relations

External Relations



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culture

4. PR leadership is a composite of 6 dimensions. Each contributes to excellent leadership; culture /structure are important influences.

RQ 2: Most important dimensions, qualities

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RQ 3: Sources of leader development

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RQ 3: Influence on leadership values and beliefs

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RQ 4-5: Is PR leadership different? How so?

50% of PR Execs and 36% of SPRF said “yes.”

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RQ 6: Demographic differences

PR Execs sample:--Females Vision (p<.05)

--Large PR units Vision (p<.05)

SPRF sample:--Females Ethical Orientation (p<.05)

--Large companies Team Collaboration and Internal Relationship-Building (p<.05)

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RQ 6: Culture—Ideal vs. Real

PR Execs SPRF Culture Ideal Real Ideal Real Access to leaders 6.54 – 5.23* 6.51 – 4.98* Leader champion 6.55 – 6.15* 6.56 – 5.93* Open comms 6.26 – 5.33* 6.41 –

5.57* Reporting structure 5.69 – 4.77* 5.95 –

5.45* Report to CEO/Pres 5.98 – 5.51* 6.10 –

5.79** Values diversity 5.48 – 5.08* 5.90 –

5.36*

* Significant level at .01; ** significant level at .05 39

Research Part II:

Analysis of the 20 Plank Center studies • Researched styles, ethics, education, culture, power relations, behaviors• Surveyed/interviewed +4,000 practitioners, educators and students • Analyzed studies for patterns• Identified 9 qualities of excellent leaders

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5 20 +4,000

Qualities of excellent PR leaders

#1 Role Models Lead by example through two-way

communication and behaviors. Role models and mentors exert great

influence on our beliefs about leadership qualities and values.

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#2 Strategic Counselor Participate fully in strategic decision making,

the most crucial quality of leaders, say senior executives. The ultimate PR leader is a

strategic counselor in important decision-making moments.

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#3 Ethical Orientation Exemplify a strong set of ethics and values—

doing the right thing and practicing professional standards. This is crucial to

personal reputation, company success and professional image.

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#4 Expert CommunicatorPossess complex communication and rhetorical skills that work at four levels

of practice—technical and tactical, strategic, relational and political.

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#5 Self-Awareness Possess deep self knowledge that guides decisions, productive relationships and self development. Knowing one’s strengths and

limitations may be the most important individual trait.

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#6 Desire to Lead Possess a strong desire to lead. Desire or individual initiative is a rich source of energy,

power, learning and determination. It’s fundamental to excellent leadership over the

long term.

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#7 Motivational Style Use transformational and inclusive

leadership styles that are sensitive to context and environment, and to individual needs

and differences. These styles help gain trust and resolve problems and conflicts.

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#8 Passion for Work Demonstrate passion for work and the

profession. Exhibiting passion and positive energy brings projects to life,

inspires others and builds esprit de corps. This is the lifeblood of leadership.

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#9 Change Agent Serve as agents for change

and for creating a culture for communication. They push back on closed communication

environments and poor decisions or behaviors.

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Summary of 9 qualities

1. Role model and mentor

2. Strategic counselor

3. Ethical orientation

4. Expert communicator

5. Self-awareness

6. Desire to lead

7.Motivational style

8. Passion for work

9. Change agent

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Landscape of leader development in U.S.

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1. Diverse approaches • Individual companies (Whirlpool Academy)

• Specialist providers (Center for Creative Leadership)

• Personal “coaches” (Marshall Goldsmith)

• Association programs (PRSA, IPR, Page Society)


2. Issues and limitations• Associations don’t represent field

--21,000 vs. 350,000

• Quality of content, instruction vary

--Networking and information loading

• Learning may not be transportable--Understanding vs. doing

• No long-term measures

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3. Considerations for the profession…• Make leader development a priority• Create a forum for national dialogue• Catalog, analyze existing leader programs :

– Content– Delivery style– Metrics– Best practices

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Future research and collaborations

Plank Center Grants 2011-2012

1. Original research

Leadership in PR education

PR as leadership function in company

2.Commissioned research

reports

PR leadership and social

media

PR leaders as change agents

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Future research and collaborations

2. Global Leadership Study (Fall 2011)

Topics --Key changes in world and how affect leadership

--Implications for education & development programs--Influences of culture and structure

MethodsGlobal surveys and interviews

Chinese-speaking countries England South Korea Denmark (?) Central, South America German-speaking countries (?) United States Nederland (?) EUPRERA (?)

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Want to be a better leader?

1. Eliminate one bad habit2. Stop talking…and start listening3. Stop saying “no” and “but”… and say “thank you” more often4. Follow up, follow up, follow up

Dr. Marshall Goldsmith

What got you here won’t get you there

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The Plank Center studies in leadership

and communication management

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The PR Success Study (2004)

• MA students partnered with Heyman Associates • Interviewed 97 senior PR executives• Identified “patterns of success:”

Success at many levels Many pathways to success

Power of performance Years & diversity of experience

Complex communication skills Relationships, relationships! Passionate and proactive Crucial intangibles

• Produced professional report, journal articlehttp://www.heymanassociates.com/Spotlight/WCH_Univ_Alabama_Research_Report-06_2004.htmhttp://www.informaworld.com/smpp/content~db=all~content=a788019550

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http://www.heymanassociates.com/Spotlight/WCH_Univ_Alabama_Research_Report-06_2004.htm

http://www.informaworld.com/smpp/content~db=all~content=a788019550

PRofiles of Success Book (2008)

• Partnered again with Heyman Associates• Interviewed 20 young leaders (20 under 40)• Wrote a chapter about each leader• Published online book—PRofiles of Success

http://www.plankcenter.ua.edu/images/stories/profilebook.pdf

• Identified key themes and leader characteristicsThemes: Lead by example , learn from mentors and stay current with practice

Characteristics: creativity, integrity, passion for work, motivational, strong skills and diverse experiences

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http://www.plankcenter.ua.edu/images/stories/profilebook.pdf

Managers vs. Leaders

Manager LeaderProduces order & consistency Produces change &

movementPlans & budgets Establishes vision, directionSets timetables Sets strategiesOrganizes & staffs Aligns people in teamsControls & solves problems Motivates & inspiresTakes corrective actions Satisfies unmet needs

Adapted from J. P. Kotter (1990)

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Model

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Business

Communication Management and the Leadership Challenge