How the public and public relations professionals interpret leadership in Spain

Moreno, Ángeles; Navarro, Cristina; Alkazemi, Mariam

doi:10.1108/ccij-11-2016-0076

Cited by 2 publications

(3 citation statements)

References 34 publications

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“…Despite the health risks, staff and students of the faculty expected to see and hear from their leaders on a regular basis. This aligns with international studies that show “leading by example” as the public’s highest expectation of leaders ( Moreno et al, 2018 : 94). As Deputy Dean, and Acting Dean in a key period, the author was present in the faculty office from 7 am on week days and available on video conferencing applications such as Zoom and a cell phone 24/7.…”

Section: Observations Reflections and Discussionsupporting

confidence: 88%

“…(v) Leaders and senior managers need to speak directly, frankly , and authentically to stakeholders—not through statements written by human resources (HR), marketing departments, or through media releases. “Communicating in an open and transparent way” has been identified as the second most cited public expectation of leaders after “leading by example” ( Moreno et al, 2018 : 94). Implications of this for public relations, marketing, and other functional units are discussed further in the following.…”

Section: Observations Reflections and Discussionmentioning

confidence: 99%

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New insights into crisis communication from an “inside” emic perspective during COVID-19

Macnamara

2021

Public Relations Inquiry

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As the COVID-19 pandemic spread across the world, requiring emergency management by health authorities and providers, it created flow-on crises and “crisis contagion” for organizations ranging from international airlines and tourism operators to local businesses, schools, and universities. In addition to the risks directly associated with the health emergency, many organizations were plunged into crisis because of severe restrictions to their operations and income losses. This analysis examines crisis communication in an organization faced with major financial losses, staff redundancies, and disruption. It analyses how these and necessary crisis responses were communicated to stakeholders, using situational crisis communication theory (SCCT), as its analytical framework. While noting alternative perspectives such as crisis and emergency risk communication (CERC) theory, SCCT is identified as the most widely applied theory of crisis communication, and thus warrants ongoing review in an era of media fragmentation, disinformation, and low public trust. Furthermore, this analysis provides a relatively rare “inside” ( emic) perspective through ethnography and autoethnography conducted by a senior decision-maker in the organization studied, which expands traditional outside ( etic) perspectives and offers new insights into crisis communication.

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Section: Observations Reflections and Discussionsupporting

confidence: 88%

Section: Observations Reflections and Discussionmentioning

confidence: 99%

New insights into crisis communication from an “inside” emic perspective during COVID-19

Macnamara

2021

Public Relations Inquiry

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“…While most of the research mentioned above has focused in particular on nonprofit boards, there has been some limited research on the relevance of public relations specifically for corporate boards. The lack of such research is said to negatively affect professional communicators’ ability to position organizations in society (Moreno et al ., 2018). One study did note that the two-way symmetrical model of public relations (Grunig and Grunig, 1992) known well to scholars coincides with current corporate governance principles of transparency, accountability, responsibility and equality (Erturk and Berkman, 2016).…”

Section: Literature Reviewmentioning

confidence: 99%

PR capacity on corporate boards: claiming the CSR and ESG responsibility?

Penning

2024

JCOM

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PurposeThe modern corporation is evaluated by many measures that go beyond profit, which was the emphasis for years previously. Today’s corporation is weighed against expectations of many stakeholders, including not just customers but employees, investors, the government and even the public at large with no discernible financial or other tie to a company. As such, corporate boards necessarily must be concerned with more than financial performance, including corporate social responsibility (CSR) and the increasing emphasis on environmental, social and governance (ESG) metrics. Given that public relations scholars and practitioners have long been concerned with stakeholder relationships, social responsibility and other non-financial indicators, it would make sense that public relations has a more obvious presence on corporate boards.Design/methodology/approachThis study examined the 25 companies in the Fortune Modern Board 25 to determine how many board members had a background or expertise in public relations that would contribute to the leadership necessary for the concerns of the modern corporation, and whether the boards had a committee designated to public relations or related functions.FindingsResults show that there are few corporate boards that have public relations represented prominently in either their members or committees. The same is true for executive leadership teams. Public relations or communications executives do appear to play some role in ESG, CSR and DEI reporting, but often there are staff members with those specific titles and roles.Research limitations/implicationsThe study was limited to 25 corporations on a Forbes list that ranked them as best in communicating ESG, CSR and DEI. The method examined publicly available literature which was revealing to the research questions, but more could be learned by interview or survey with CCOs.Practical implicationsThe study shows the current presence of public relations capacity in terms of members of corporate boards, corporate committees and among the C-suite is not significant. Also, rather than PR as a function owning modern concerns of DEI, ESG and CSR, there are professionals with specific expertise in those areas who are responsible for those corporate issues.Social implicationsCorporate social responsibility (CSR), ESG (environmental, social, governance) and DEI (diversity, equity and inclusion) have recently been stressed as important for corporations to measure and report. The role of the public relations profession in managing and/or communicating in these areas is important to consider in terms of public expectations and satisfaction of communication on these subjects.Originality/valueThis paper is unique in integrating public relations theory and practice with board theory and the current management concerns with ESG, CSR and DEI. Little if any previous research has considered which professions are in charge of communicating on these concerns.

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How the public and public relations professionals interpret leadership in Spain

Cited by 2 publications

References 34 publications

New insights into crisis communication from an “inside” emic perspective during COVID-19

New insights into crisis communication from an “inside” emic perspective during COVID-19

PR capacity on corporate boards: claiming the CSR and ESG responsibility?

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