Managing CEO communication and positioning

Abstract

Purpose -The study examines the practices of positioning Chief Executive Officers (CEOs) and other top executives in the public sphere and approaches to manage their communication activities. Design/methodology/approach -A neo-institutional framework is used to explain the growth of CEO positioning in mediatisated societies. Research questions are derived from previous research and tested in a quantitative online survey with 512 heads of corporate communication in 21 countries across Europe and a qualitative survey with 42 communication leaders in 12 countries. Findings -The majority of companies position their CEOs and/or other top executives, but only a minority guide these activities through a sound management process. European CEOs are primarily presented based on their functional and ethical competencies. A minority of communication leaders prefer the uniform positioning of their CEOs in different markets; others argue for localised approaches. More companies in high power distance countries have a specific communication strategy for their CEOs, compared to companies in low power distance countries. Significant differences were also identified between listed and privatelyowned companies. Research limitations/implications -The study indicates the importance of CEO positioning from the perspective of corporate communication leaders. Investigating the expectations and experiences of CEOs themselves might provide additional insights. Originality/value -The article presents the first large-scale study on CEO positioning, informs practitioners on the state of practice in Europe and identifies knowledge that can be integrated into education of business and communications students alike.

How the public and public relations professionals interpret leadership in Spain

“…According to Scott (2013), following the neoinstitutional theory, stakeholders and society evaluate organizations based on cognitive, normative, and regulative institutional arrangements. Organizations that want to be seen as high-status actors, holding a leadership position, need to position themselves and communicate as leaders (Zerfass and Wiesenberg, 2016). This is the mental picture of an organization that can be created quickly through communication programs.…”

“…In order to achieve the desired legitimacy and to survive in a highly competitive environment, it is crucial to know what stakeholders rank first in their judgments. According to Zerfass and Wiesenberg (2016), “if organizations are perceived as a domain leader with high status dominance by the public, they enjoy more privileges than their competitors” (p. 127).…”

Presentation of CEOs in the media: A framing analysis

“…With a concentration on the media portrayal of CEOs, our focus is on the external representation of organizations in the media. We chose to focus on CEOs, since companies are often externally represented by their formal leaders (Zerfaß et al, 2016). In personal relations (PR) practice and research, ‘CEO communication’ is an important field, the relevance of CEO communication and positioning is widespread in professional and academic literature (i.e.…”

“…In personal relations (PR) practice and research, ‘CEO communication’ is an important field, the relevance of CEO communication and positioning is widespread in professional and academic literature (i.e. Bendisch et al, 2013; Brettschneider and Vollbracht, 2011; Sohn et al, 2009; Zerfaß et al, 2016).…”

“…Managers of organizations are increasingly the focus of attention from both the public and the media (Nessmann, 2007; Zerfaß et al, 2016). Companies’ chief executive officers (CEOs) play a major role in this development, as they represent a company both internally and externally (Eisenegger, 2010).…”