Effective Public Relations Leadership in Organizational Change: A Study of Multinationals in Mainland China

Abstract

This study explored the role of public relations leadership during organizational change in 3 multinationals in mainland China. Based on 40 in-depth interviews, the findings suggested that the leadership of public relations unit or function during organizational change was shown through coaching middle management to manage employee emotions, providing communication training to middle management, communicating and reinforcing shared visions for change, and managing the conflicts between middle management and top management regarding change rationales, planning, and procedures. The leadership role of public relations managers was enacted through consulting CEOs' communication styles, exerting upward influence in change management, and acting as the different voice when decision making for change was questionable. Results of the study extended existing public relations leadership scholarship and shed light on some tentative dimensions of public relations leadership during organizational change: (a) coaching emotion management, (b) educating communication knowledge and skills, (c) reinforcing shared visions, (d) resolving conflicts, (e) exerting upward influence, and (f) acting as a different voice. Limitations of this study and suggestions for future research are also discussed.

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

“…Second, while change communication and management has been widely acknowledged as an integral function of internal public relations ( Li et al, 2021 ; Lies et al, 2012; Luo & Jiang, 2014 ; Neill, 2018 ), public relations scholars have only recently begun to explore the interconnections between leadership, communication, and employee outcomes during change (e.g., Men et al, 2020 ; Neill et al, 2019 ). This study is among the first that identifies leaders’ charismatic rhetoric as a pivotal force in driving employees’ positive attitudinal and behavioral reactions, thereby reinforcing the growing expectation of executive leaders in fulfilling communication and public relations functions during organizational change ( Men et al, 2020 ).…”

“…Public relations and internal communication practitioners have played an increasingly important role in organizational change initiatives. For instance, they have taken on a broad set of functions, spanning managing emotions in organizations, consulting top leaders’ communication styles, resolving conflicts between middle and top management, and educating communication skills and knowledge ( Elving, 2005 ; Einwiller et al, 2021 ; Luo & Jiang, 2014 ; Men et al, 2020 ; Neill, 2018 ). While public relations and internal communication professionals have always been considered as vital forces in helping leaders formulate and implement communication plans for change and assisting employees in understanding the content and rationale of change, it was not until recent years public relations scholars have started to empirically explore different facets of internal communication in the context of change ( Lee & Yue, 2020 ).…”

“…Further research on change communication—an essential function of public relations—will advance public relations theory overall and significantly increase the field’s practical contribution (e.g., Elving, 2005 ; Johansson & Heide, 2008 ; Luo & Jiang, 2014 ; Men et al, 2020 ). By working closely with organizations’ senior leaders on change—such as constructing collective visions for change and coaching leaders in delivering key messages to employees—public relations can realize its strategic management function in the context of organizational change ( Men et al, 2020 ; Men & Bowen, 2017 ).…”

Authentic Leadership and Openness to Change in Pakistani Service Industry: The Mediating Role of Trust and Transparent Communication

“…Role of communication is stressed by (Ford & Ford, 1995) Who expressed, -change is created, sustained, and managed in and by communication‖ (p. 560).Strategic internal communication strengthen organization strategic value and objective, different contribution can be made by communication. The contribution of strategic internal communication has been seen in different aspect of the change initiative, can strengthen the objective and value of an organization (Barrett, 2002;Neill, 2018) Whereas Articulate shared change visions (Fairhurst, 1993;Luo & Jiang, 2014) Build emotional support during the change (Luo & Jiang, 2014) And mutual understanding is enhanced between decision-makers key users and implementers (Lewis, 1997).…”

Organizing and Disorganizing Strategic Communication: Discursive Institutional Change Dynamics in Two Communication Departments

“…Researchers have highlighted environmental factors such as the societal or business environment developments (Swerling & Sen, 2009); and introduced ways in which these factors drive the institutionalization of strategic communication towards greater business strategy orientation ), strategic and change management (Grunig, 2006;Luo & Jiang, 2014), increased advisory services (Zerfass & Franke 2013) and evaluation as a key indicator and support in the process of institutionalization of communication (Invernizzi & Romenti 2009). There is however limited research about factors constraining institutionalization of strategic communication and questions of unintended and unwanted directions of institutionalization remain and deserve more attention.…”