Does ethical leadership communication engage employees? The simple answer is—YES! But how? Leadership is a nested influence in an organization that affects organizational culture, structures, communication climates, systems, and the attitudes and behaviors of employees. Many effective leadership behaviors and styles have ethical elements; for instance, authentic leadership involves a positive moral perspective that guides … Continue reading Does Ethical Leadership Communication Engage Employees?
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Topic: New Employee and Organizational Identification Author(s), Title and Publication Stephens, K. K. & Dailey, S. L. (2012). Situated organizational identification in newcomers: Impacts of pre-entry organizational exposure. Management Communication Quarterly, 26(3), 404-422. Summary This study investigated how new employees’ organizational identification was influenced by their pre-orientation non-work related experiences with an organization, and orientation … Continue reading Situated Organizational Identification in Newcomers: Impacts of Pre-Entry Organizational Exposure →
Topic: Employee Communication Behavior Authors, Title and Publication Park, S. H., Kim, J-N., & Krishna, A. (2014). Bottom-up building of an innovative organization: Motivating employee intrapreneurship and scouting and their strategic value. Management Communication Quarterly. DOI: 10.1177/0893318914541667. Summary Organizational leaders and managers regularly search for ways to make their organizations more innovative, competitive, and successful. … Continue reading Bottom-up Building of an Innovative Organization: Motivating Employee Intrapreneurship and Scouting and Their Strategic Value →
Topic: Employee Engagement Authors, Title and Publication Mishra, K., Boynton, L., & Mishra, A. (2014). Driving employee engagement: The expanded role of internal communications. Journal of Business Communication, 51(2), 183-202. Summary Increasingly, organizations and their public relations professionals recognize the importance of strengthening internal communication with employees. Internal communication is important for building a culture of transparency between management and employees, and … Continue reading Driving Employee Engagement: The Expanded Role of Internal Communications →
Topic: Leadership Communication Authors, Title and Publication Men, L. (2014). Why leadership matters to internal communication: Linking transformational leadership, symmetrical communication, and employee outcomes. Journal of Public Relations Research, 26(3), 256-279. Summary Leadership at different levels directly or indirectly determines structural forms, organizational culture and climate, power distribution, and communication. Different types of leadership advocate different communication … Continue reading Why Leadership Matters to Internal Communication: Linking Transformational Leadership, Symmetrical Communication, and Employee Outcomes →
Topic: Organizational Change, Internal Activism Authors, Title and Publication Luo, Y., & Jiang, H. (2014). Effective public relations leadership in organizational change: A study of multinationals in Mainland China. Journal of Public Relations Research, 26(2), 134-160. Summary Organizational change is prevalent as organizations try to adapt to a changing environment and jostle for competitive advantage. Employees often … Continue reading Effective Public Relations Leadership in Organizational Change: A Study of Multinationals in Mainland China →
Topic: Employee Identification; Employee Performance Authors, Title and Publication Korschun, D., Bhattacharya, C. B., & Swain, S. D. (2014). Corporate social responsibility, customer orientation, and the job performance of frontline employees. Journal of Marketing, 78(3), 20-37. Summary In the search for levers to improve job performance, some managers have turned to corporate social responsibility (CSR is defined … Continue reading Corporate Social Responsibility, Customer Orientation, and the Job Performance of Frontline Employees →
Topic: New Employees and Organizational Socialization Author(s), Title and Publication Jokisaari, M., & Nurmi, J.-E. (2009). Change in newcomers’ supervisor support and socialization outcomes after organizational entry. Academy of Management Journal, 52(3), 527-544. Summary This study examined how new employees’ perceived supervisor support changes during the 6-21 months following organizational entry, and how these perceived … Continue reading Change in Newcomers’ Supervisor Support and Socialization Outcomes after Organizational Entry →
Topic: Leader Communication; Culture and Values Authors, Title and Publication Jing, F., Avery, G., & Bergsteiner, H. (2014). Enhancing performance in small professional firms through vision communication and sharing. Asia Pacific Journal of Management, 31(2), 599-620. Summary Research has suggested that when leaders work with a vision, a variety of important outcomes at the individual, group, and … Continue reading Enhancing Performance in Small Professional Firms through Vision Communication and Sharing →
Topic: Supervisor Communication; Digital Communication in the Workplace Authors, Title and Publication Hill, N., Kang, J., & Seo, M. (2014). The interactive effect of leader–member exchange and electronic communication on employee psychological empowerment and work outcomes. Leadership Quarterly, 25(4), 772-783. Summary The growth in virtual work arrangements and the increased availability of information and communication technologies have … Continue reading The Interactive Effect of Leader–Member Exchange and Electronic Communication on Employee Psychological Empowerment and Work Outcomes →
Topic: Organizational Entry and Humorous Communication Author(s), Title and Publication Heiss, S. N., & Carmack, H. J. (2012). Knock, knock, who’s there?: Making sense of organizational entrance through humor. Management Communication Quarterly, 26(1), 106-132. Summary This study explored how veterans and newcomers use humor during organizational entry. The authors collected data from the Vocational Counseling … Continue reading Knock, Knock, Who’s There?: Making Sense of Organizational Entrance through Humor →
Topic: New Employees and Organizational Entry Author(s), Title and Publication Cable, D. M., & Kay, V. S. (2012). Striving for self-verification during organizational entry. Academy of Management Journal, 55(2), 360-380. Summary This project used two studies to examine how job applicants’ self-verification striving affects the organizational entry process. “Self-verification striving” means giving an accurate portrayal … Continue reading Striving for Self-Verification during Organizational Entry →