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Purpose The purpose of this paper is to compare Fortune 200 and top startup chief executive officers’ (CEOs) communication strategies on Twitter and the effectiveness of these strategies in influencing public engagement. Specifically, guided by the dialogic communication theory and social presence theory, this study explored CEOs’ use of dialogic communication, social presence strategies and message tactics. Additionally, public engagement on Twitter measured by total number of likes, retweets and comments was associated with communication strategies utilized by CEOs. Design/methodology/approach This study employed the quantitative content analysis. A total sample of 720 posts from 36 CEOs were selected and analyzed. Drawing from prior studies, a coding scheme was developed and employed during the coding process. Two authors of this study served as coders and reached satisfactory inter-coder reliability. A series of χ2 tests and negative binomial regressions were conducted for data analysis. Findings Neither Fortune 200 CEOs nor top startup CEOs fully utilized dialogic principles for Twitter communication. Although Fortune CEOs seemed to be experts in strategically tailoring messages and therefore present themselves on Twitter in a friendly manner, startup CEOs demonstrated a higher level of authenticity, animation and informality. Findings are mixed regarding the direction of associations between dialogic principles and public engagement. Originality/value This study expands the application of dialogic principles in examining online executive communication and its influence in public engagement on Twitter. This study was among the first that examined executive leadership communication in the context of social media setting. In this sense, the study shifted the internal focus of leadership research to investigating leaders’ interaction with a variety of online publics.

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As one of the first empirical attempts investigating the emerging role of positive emotional culture within organizations, the study examined how a symmetrical internal communication system and leaders’ use of motivating language contribute to fostering a positive emotional culture featured by joy, companionate love, pride, and gratitude. Furthermore, the study examined the linkage between a positive emotional culture and employees’ organizational identification. A quantitative online survey was conducted with 482 full-time employees in the United States. Results showed that both symmetrical internal communication and leaders’ use of motivating language, including meaning making, empathetic, and direction-giving languages, induced employees’ perception of a positive emotional culture of joy, companionate love, pride, and gratitude, which in turn enhanced employees’ organizational identification. Positive emotional culture fully mediated the impact of corporate and leadership communications on employee identification with the organization. Theoretical and practical implications of the findings are discussed.

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