Leader Communication: Faculty Perceptions of the Department Chair

Czech, Kathleen; Forward, G. L.

doi:10.1080/01463373.2010.525158

Cited by 30 publications

(20 citation statements)

References 25 publications

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“…1 The sample was solicited as part of a larger research project evaluating department chair leadership (Czech & Forward, 2010). After securing a CIC membership directory, we consulted a table of random numbers to identify a starting point and selected every k ¼ 27th university until we had a list of 26 schools.…”

Section: Participantsmentioning

confidence: 99%

Assessing Gibb's Supportive and Defensive Communication Climate: An Examination of Measurement and Construct Validity

Forward

Czech

Lee³

2011

Communication Research Reports

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Section: Participantsmentioning

confidence: 99%

Assessing Gibb's Supportive and Defensive Communication Climate: An Examination of Measurement and Construct Validity

Forward

Czech

Lee³

2011

Communication Research Reports

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“…Scholars said that leadership is basically rooted in the language and communication. [4,5]. The importance of communication to leadership has been stressed by a number of scholars over the years [2,7].…”

Section: Leadership Communication In Intercultural Contextmentioning

confidence: 99%

Tun Dr. Mahathir’s Leadership Communication: The Confucian Perspective

2017

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“…Besides that, according to Lester and Brower (2003), leadership communication is a process that involves influencing people's attitude including their perceptions and preferences (Boatwright & Forrest, 2000;Czech & Forward, 2010). Scholars also have stressed that through an effective communication, a leader would be able to influence followers towards effective changes (Carroll & Flood, 2010).…”

Section: Introductionmentioning

confidence: 99%

Mahathir's leadership communication: Exploring the Indians’ political and non-governmental organisations experience

Suppiah

Ahmad

Gunasekaran³

2018

JKMJC

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In general, there were many studies have been conducted analysing leadership communication from the majority's group but fewer studies were conducted from the minority's perspective. Mahathir was perceived as a leader who merely focused on the development of the majority group (Malay) and marginalised the minority communal, including the Indians. Interestingly, despite his Ultra Malay rhetoric, the Indians in Malaysia showed advancement in various sectors including politics, economics and social. Therefore, this exploratory study aims to fill in the gap by investigating the influence of Mahathir's leadership communication from Indians political leaders and NGOs perspective in Malaysia. The transformational leadership theory was used to investigate the phenomena. In-depth interview was utilised to get an insight of the experiences of this Indians communities on Mahathir's leadership communication. Data were collected through a series of intensive interviews with 12 informants consists of Malaysian based Indian political leaders and representatives of non-governmental organisations. Thematic analysis was used to identify, analyse and create themes from the data collected. Based on the analysis, three themes were identified; characteristics of Mahathir's leadership communication, Mahathir as the Indian community transformer, and the expected leadership communication qualities of the Indians. This study has contributed to enhance understanding about the impacts of leadership communication from the minority community perspective. Further, it was found that the Indians are significantly affected by Mahathir's leadership communication.

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Leader Communication: Faculty Perceptions of the Department Chair

Cited by 30 publications

References 25 publications

Assessing Gibb's Supportive and Defensive Communication Climate: An Examination of Measurement and Construct Validity

Assessing Gibb's Supportive and Defensive Communication Climate: An Examination of Measurement and Construct Validity

Tun Dr. Mahathir’s Leadership Communication: The Confucian Perspective

Mahathir's leadership communication: Exploring the Indians’ political and non-governmental organisations experience

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