Leadership, an essential requirement for effecting change in media companies: An analysis of the Spanish market

Pérez-Latre, F.J.; Sánchez‐Tabernero, Alfonso

doi:10.1080/14241270309390035

Cited by 17 publications

(8 citation statements)

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“…Other researchers (e.g., Elving & Hansma, 2008;Harrison & Young, 2005;Perez-Latre & Sanchez-Tabernero, 2003) have also examined how emotion management, as part of leadership, relates to organizational change. To generate positive changes, an effective leader needs to combat alienation and despair; reconcile the intolerance of potential threats to the fundamental organizational values and norms with initiative and innovation; and generate support, trust, and loyalty from organizational members (Ahrahamson, 2000;Collins, 2001;Magretta, 2002;Pringle & Gordon, 2001;Smock, 1998).…”

Section: Luo and Jiangmentioning

confidence: 98%

“…To generate positive changes, an effective leader needs to combat alienation and despair; reconcile the intolerance of potential threats to the fundamental organizational values and norms with initiative and innovation; and generate support, trust, and loyalty from organizational members (Ahrahamson, 2000;Collins, 2001;Magretta, 2002;Pringle & Gordon, 2001;Smock, 1998). In terms of internal communication structures, effective leaders promoting organizational changes tend to be horizontal and democratizing-conduct two-way communication, establish egalitarianism, promote teamwork and build coalitions, and reward support and cooperation (Katzenbach, 1998;Perez-Latre & Sanchez-Tabernero, 2003;Pringle & Gordon, 2001;Waldroop & Butler, 2000).…”

Section: Luo and Jiangmentioning

confidence: 98%

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

Luo

Jiang

2014

Journal of Public Relations Research

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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.

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Section: Luo and Jiangmentioning

confidence: 98%

Section: Luo and Jiangmentioning

confidence: 98%

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

Luo

Jiang

2014

Journal of Public Relations Research

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“…Our interviewees stated the need for better communication during times of change, to create possibilities for exchange, and balance tensions between people. This is important because it highlights that leadership in media organizations is essentially about managing contradictions and opposing demands (Pérez-Latre & Sánchez-Tabernero, 2003). Therefore, managers in media companies need to become facilitators to harness relationships and cooperation (Raelin, 2013).…”

Section: Practical Implicationsmentioning

confidence: 99%

The practice of shared inquiry: how actors manageforstrategy emergence

Horst

Järventie-Thesleff

Baumann

2019

Journal of Media Business Studies

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This paper problematizes the applicability of traditional top-down strategic planning in a continuously changing media industry and builds a practice-theoretical perspective for analyzing strategy emergence. Through a qualitative analysis of 22 interviews, with media professionals and consultants of a German-based print magazine company, we identify a jointly enacted practice that we call "shared inquiry". This practice includes recursive and adaptive strategizing actions towards (1) searching and learning (actions of employees), (2) facilitating and questioning (actions of managers), and (3) guiding and reflecting (actions of consultants). We demonstrate how these actions form a mechanism through which media managers create the conditions to cope with continuous change and how they manage in order to achieve strategy emergence both locally and on an organization-wide level. Ultimately, we show how strategic actions can be mapped in a continuum that supports "responsive coping". ARTICLE HISTORY

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“…In general, studies about leadership in the media industry have not been abundant. Pérez-Latre & Sánchez-Tabernero (2003) were among the first to explore the field showing that in media companies radical transformations do not come about without the existence of one or several leaders, capable of mobilising the organisation where they work. Küng (2006), Benavides (2012; and Deslandes (2016) are among the few authors that have looked into the role of leadership in the media industry.…”

Section: Leadership In the Media Industrymentioning

confidence: 99%

How editors and publishers perceive their leadership behavior in Chilean and Spanish newsrooms. An approach from transformational leadership

Benavides

Pérez-Latre

Sánchez‐Tabernero

et al. 2019

RCom

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In the media industry, fast innovations and increasing competition require a high degree of corporate leadership (Koryak, Mole, Lockett, et al., 2015). The study of leadership appears to be an increasingly relevant issue. This research aims to find out to what extent leaders (editors and publishers) behave and understand their roles in Chilean and Spanish newsrooms. A questionnaire was applied to measure and identify leadership traits that are considered crucial, thus making possible to acknowledge transformational leaders and differentiate efficient leaders from ineffective. The results show that editors believe they have the ability to inspire, share goals and understand what is important, in contrast with the working experiences of their employees, that often have a low opinion of media companies as places to work.

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Leadership, an essential requirement for effecting change in media companies: An analysis of the Spanish market

Cited by 17 publications

References 1 publication

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

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

The practice of shared inquiry: how actors manageforstrategy emergence

How editors and publishers perceive their leadership behavior in Chilean and Spanish newsrooms. An approach from transformational leadership

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