“Vision, passion, and care:” The impact of charismatic executive leadership communication on employee trust and support for organizational change

Men, Linjuan Rita; Yue, Cen April; Liu, Yonghong

doi:10.1016/j.pubrev.2020.101927

Cited by 67 publications

(73 citation statements)

References 88 publications

(127 reference statements)

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“…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 ).…”

Section: Literature Reviewmentioning

confidence: 99%

“…Einwiller et al (2021) recruited 1,033 Austrian employees to study the impact of relational and informational communication on employee response to organizational crises caused by COVID-19. Moreover, Men et al (2020) sampled 439 U.S. employees in various positions to explore how executive leadership communication affected employees’ attitudinal and behavioral reactions toward change.…”

Section: Literature Reviewmentioning

confidence: 99%

“…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 ). Therefore, to extend this burgeoning line of research on the intersection between internal communication and change management, this study explores when and how executive leaders’ charismatic rhetoric may induce employees’ positive change reactions.…”

Section: Literature Reviewmentioning

confidence: 99%

“…Notably, public relations literature has either incorporated charismatic leadership in defining excellent leadership in public relations ( Aldoory & Toth, 2004 ; Meng et al, 2012 ) or centered on the formation and effects of charismatic leadership, with a focus on its communicative component ( Holladay & Coombs, 1994 ; Men et al, 2020 ). The current study followed the second line of research to explore the communicative impact of charismatic leadership.…”

Section: Literature Reviewmentioning

confidence: 99%

“…Although the literature on organizational change has documented leaders’ critical function in cultivating employees’ change acceptance and support, the field lacks a conceptual foundation to illustrate the process through which leaders impact followers’ change reactions ( Ling et al, 2018 ; Oreg & Berson, 2019 ). In addition, past research has almost exclusively focused on leadership styles and overlooked the communicative component of leadership ( Jung et al, 2008 ; Men et al, 2020 ).…”

Section: Introductionmentioning

confidence: 99%

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

Yue

2021

Public Relations Review

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The Novel Coronavirus (COVID-19) pandemic has had tremendous and swift effects on organizational change. This study examined how organizations can leverage leadership and employee resources to facilitate positive change outcomes. Drawing from the self-concept based motivational theory of charismatic leadership and substitutes for leadership theory, the current study proposed a theoretical model connecting top leaders’ charismatic rhetoric, employees’ affective commitment to change, and employees’ turnover intention. Furthermore, the study investigated contingencies that may modify the relationship between leadership communication and followers’ outcomes. Results from an online panel of 417 U.S. employees showed that top leaders’ use of charismatic rhetoric during change led to followers’ affective commitment to change, which decreased their turnover intention. Furthermore, employees’ organizational identification moderated this relationship. When employees have low identification with their organizations, top leaders’ charismatic rhetoric to address the immediate change is more needed.

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Section: Literature Reviewmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

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

Yue

2021

Public Relations Review

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Irresponsible to others but responsible to me: Testing employees' responses to external corporate social irresponsibility and internal corporate social responsibility

Yue,

Song,

Tao

et al. 2024

Corp Soc Responsibility Env

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Drawing upon deonance theory and expectancy violation theory, we investigate how employees react when their companies engage in corporate social irresponsibility (CSiR) that harms external stakeholders who are not employees themselves. Furthermore, we introduce the concept of perceived internal corporate social responsibility (CSR), which refers to employees' perceptions of how organizational actions and policies benefit them personally. We developed a conceptual model that illustrates the joint influence of external CSiR and internal CSR on employees' perceptual, relational, and behavioral outcomes. An online survey with 417 full‐time US employees revealed that employees tend to evaluate unethical corporate practices holistically, in the context of other factors, such as the company's moral character and internal CSR, rather than based on external immorality. Our study contributes to a deeper understanding of employee reactions to both CSR and CSiR, emphasizing the importance of organizations evaluating the broader ramifications of their unethical actions.

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Leaders' political skills and organizational change

2023

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We studied the impact of leaders’ political skill on employee support for organizational change and the effect of the latter on change fatigue and change outcomes. Drawing from the theoretical characterization of the political skill construct domain proposed by Ferris et al. (2007), we posited that leaders’ political skill during organizational change plays an important role in garnering employee support for change and, ultimately, in achieving positive change outcomes. To conduct the study, we used survey data collected through SurveyMonkey on 197 participants working in Canadian organizations and used structural equation modeling techniques to analyze the data. We found that two dimensions of leaders’ political skill—their networking ability and apparent sincerity—positively affected employee support for change, which, in turn, positively affected change outcomes. However, neither of the other two dimensions examined (interpersonal influence and social astuteness) had a significant relationship with employee support for change. We also found that employee support for change and change fatigue were not significantly related, although change fatigue itself negatively affected change outcomes. From a theoretical perspective, this study is among the first to empirically test and confirm the impact of different dimensions of leaders’ political skill on employees’ change support. We also contribute theoretical knowledge by showing the detrimental effect of change fatigue on change outcomes. From a practical perspective, our findings imply that change leadership roles should be assigned to people who exhibit networking skills and apparent sincerity. Moreover, change leaders should prioritize seeking and securing employees’ support for change.

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“Vision, passion, and care:” The impact of charismatic executive leadership communication on employee trust and support for organizational change

Cited by 67 publications

References 88 publications

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

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

Irresponsible to others but responsible to me: Testing employees' responses to external corporate social irresponsibility and internal corporate social responsibility

Leaders' political skills and organizational change

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