Editorial 29.2: Inclusivity and innovation

Topic, Martina

doi:10.1108/ccij-03-2024-180

CCIJ

2024

DOI: 10.1108/ccij-03-2024-180

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Editorial 29.2: Inclusivity and innovation

Martina Topic

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“…The last two papers in this issue focus on corporate social responsibility (CSR) and views of public relations practitioners about moral entrepreneurship, with which we continue to publish works tackling CSR as the Corporate Communications Journal (CCIJ) has always done (Topić, 2022) and open a possibility for new and original research, something we also regularly do (Topić, 2024). Zahoor Ahmad Parray, Junaid Iqbal and Rashid Mushtaq write about customer perceptions of CSR and its impact on customer engagement (CE).…”

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Editorial 29.4: Relationship (and behavioural) leadership in public relations and corporate communications

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2024

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29.4: Relationship (and behavioural) leadership in public relations and corporate communicationsLeadership is a complex issue, with scholars identifying more than 100 definitions in the literature during the early 1990s (Rost, 1991) and 700 in recent times (Curtin, 2022). Northouse (2024) argues that leadership is a trait, an ability, a skill, a behaviour, a relationship and an influence process. Everyone has a leadership trait they can bring to the table and different leaders bring different leadership traits, e.g. decisiveness, confidence, outgoingness, sociability, etc. The ability and skill to lead are not necessarily something people are born with, and these skills can be acquired, such as the ability to speak publicly as a leader where some can do it naturally, whilst others need preparation, and developing leadership skills means developing competencies (Northouse, 2024). An important aspect of leadership is also behaviour, because this approach focusses on what leaders do when they become leaders such as what they say and the way they act. Northouse (2024) argues that leadership behaviour is observable unlike leadership skills, traits and abilities. In my research, I have looked into women's behavioural and communication styles and how women lead, as well as the perception and preferences of the leadership of women who do not hold leadership roles, relative to early socialisation and peer networks. In all the studies I have done so far in journalism, advertising and public relations, it appeared that early experiences affect perceptions of leadership and leadership styles and women who spent time with boys when growing up show what is commonly understood as masculine leadership style and behaviour, whereas women who grew up in peer groups consisting of girls show the so-called feminine behaviour and leadership styles. The latter is more focused on relationship leadership and is often positively assessed by their employees, who tend to express more work satisfaction and feel generally more positive about their work than those who are led by women demonstrating masculine behavioural styles (Topi c, 2023). Whilst my research was qualitative and cannot be generalised, albeit it was conducted on relatively large interview samples, it also showed a clear tendency towards the successfulness of relationship leadership to increase employee work satisfaction. In other studies, on mass communication industries, scholars also looked at leadership styles and had similar arguments. For example, Aldoory (1998) argued that women tend to use "participative management, attempts to energize staff, and empathy" (p. 97). Meng (2014) argued that there is a reciprocal relationship between organisational culture and excellent leadership in public relations because organisational culture directly generates a positive effect on the achievement of excellent leadership in public relations.The concept of relationship-oriented behaviour has been present in scholarship since the earliest studies on leadership (Stogdill and Coons, 1957)...

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Editorial 29.4: Relationship (and behavioural) leadership in public relations and corporate communications

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2024

CCIJ

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Editorial 30.1: Diverse and inclusive workplaces

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2025

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Editorial 29.6: Gender equality, workplace culture and engaging with publics

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2024

CCIJ

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In editorial 27.4 (Topi� c, 2022), I wrote about the increase in equality, diversity and inclusion (EDI) -known as diversity, equality and inclusion (DEI) in the US -scholarship in the Corporate Communications: An International Journal (CCIJ). Equally, in editorial 29.2 on diversity and innovation, I have argued that CCIJ continues to publish EDI/DEI works and that "CCIJ is emerging as a journal that increasingly publishes equality scholarship in corporate communication, contributing towards knowledge creation in this field as well as widening participation and bringing inclusivity to scholarship by opening doors to equality scholars in corporate communication" (Topi� c, 2024a, p. 118). This issue also continues in that manner, and we present several articles that tackle gender equality in public relations and corporate communications, as well as papers that tackle workplace culture and leadership. In terms of workplace culture and leadership, CCIJ publishes an increased number of these papers, thus also emerging as a venue for this work. However, whilst we regularly publish gender equality papers and present a popular venue for that work, this issue goes further and innovates research in this area by studying unconventional issues such as spillover effects of gendered communication and the impact of gender stereotypes on publics' crisis response. What is more, we focus further on studying publics and their levels and modes of engagement with organisations and how publics respond to organisational messages.In this issue, Michal Chmiel writes about the societal impact of brand public relations (BPR) on gender equality. Using an experimental method and a sample from three countries (N 5 378), the author examined the mechanism of the societal impact of BPR. The effects of spillover of evaluations between two sub-brands of a house-of-brands company, caused by positive publicity about communication co-created by Public Relations (PR), were analysed. The findings supported the existence of a positive spillover of evaluations. The author demonstrates that consumers of a female brand (Dove) changed their views about a typical woman in society by learning about how a related male brand (Lynx/Axe) communicated, and establishing these communication behaviours was enabled by using PR and the publics concept, not psychological theory, to explore behaviour, with which the author contributes to public relations theory and methodology. The author also shows how organisations can positively influence publics when they engage in responsible communication grounded in gender equality. Sining Kong, Michelle Marie Maresh-Fuehrer and Shane Gleason write about the impact of gender stereotypes on publics' crisis response. The authors used two industries as case studies (automotive vs daycare) and two spokespersons (male and female), as well as two crisis response appeals (emotional and rational), to examine the effect of gender stereotypes in crisis communication. The findings have shown that "either matching spokesperson sex with sex di...

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Editorial 29.2: Inclusivity and innovation

Cited by 3 publications

References 27 publications

Editorial 29.4: Relationship (and behavioural) leadership in public relations and corporate communications

Editorial 29.4: Relationship (and behavioural) leadership in public relations and corporate communications

Editorial 30.1: Diverse and inclusive workplaces

Editorial 29.6: Gender equality, workplace culture and engaging with publics

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