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

Abstract

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)...

Editorial 29.5: Relationship building and behaviour in public relations and corporate communications

“…In summary, whilst this issue was not about relationship building, this is how I read articles in the new issue of the Corporate Communications journal. What is more, and in line with my previous editorial (Topić, 2024), the behavioural question remains open, and we must ask whether we consider public relations and corporate communications behavioural professions. Just like Lasswell (1948), who, in his influential work asked who – says what – in which channel – to whom – with what effect , we can adapt this to the behaviour of publics and ask who – behaves in what way (either online or in person) – which channel is being used for behaviour – with what effect (for the organisation).…”

“…Building relationships is linked to relationship-oriented behaviour, which has been present in leadership literature for decades (Stogdill and Coons, 1957), and initial studies focused on exploring behavioural styles focused on relationships and developing trusting work relationships (Likert, 1961; Stogdgill et al , 1962; Brower et al , 2000; Uhl-Bien et al , 2000; Uhl-Bien, 2005, 2006), as well as looking at how leaders engage in tasks and relationship behaviour, meaning to get the job done (task) and help people feel integrated into a group (relationship) (Topić, 2024, pp. 473–474).…”