The Chief Executive Officer's Internal Communication Role: A Benchmark Program of Research

Pincus, J. David; Rayfield, Robert E.; Cozzens, Michael D.

doi:10.1207/s1532754xjprr0301-4_1

Cited by 28 publications

(13 citation statements)

References 15 publications

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“…The implication through all of this is that there is a potentially debilitating "trust gap", and that leadership communication is integral to the answer. This has been borne out by a survey of 300 CEOs who verify that communication activities instigated by them do affect the bottom line, and CEOs who do not accept the challenge of leading their organization's communication efforts are likely to pay a high price (Pincus et al, 1991).…”

Section: Resultsmentioning

confidence: 99%

Corporate communication and trust in leadership

Allert¹,

Chatterjee²

1997

Corporate Communications: An International Journal

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. Abstract Trust is built largely through the way in which the culture of communication is implemented by the organizational leadership. The role of the leader as a listener, communicator and educator is imperative in formulating and facilitating a positive organizational culture. Addresses the proposition that the central tenet of successful leadership is the building, consolidating and maintenance of successful relationships. These relationships are increasingly being identified as the cornerstone of the soft skills needed to manage and lead organizations of the twenty-first century where an empowered workforce engages in trust-initiated roles.

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Section: Resultsmentioning

confidence: 99%

Corporate communication and trust in leadership

Allert¹,

Chatterjee²

1997

Corporate Communications: An International Journal

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“…Employees hold a large proportion of information that could help the CEO move the company to a better position in its industry and therefore the CEO should seek regular feedback from all levels of the organisation. Support and the generation of feedback from senior management is not often the case and the Chief Executive Officer may consider internal communication limited to the vertical one way announcements to employees, with their channel of choice being only meetings or speeches (Gray & Robertson, 2005;Pincus, Rayfield & Cozzens 1991). In addition to one way speeches, there are other barriers to management communication with employees including; 1.…”

Section: Objectives Of the Studymentioning

confidence: 99%

Internal Communication Challenges and Issues : A Case Study of Transnet Freight Rail Business Unit Coal , Vryheid , Kwazulu Natal Province , South Africa

Zondi¹,

Cassim²,

Karodia³

2015

KCAJBMR

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Internal communication is a relatively new field of research, particularly within Transnet Freight Rail. Therefore, the purpose of this research was to investigate the internal communication challenges and issues of Transnet Freight Rail Bu Coal Vryheid. Three major themes were considered within the field of internal communication: internal communication management, the channels utilised within organisation for internal communication and whether measurement of the internal communication was evident. The findings indicate that internal communication is a large area of research that differs between organisations with content, structure and management. Additionally, a range of communication channels were used in all of the participant departments with emails the most predominant channel, while face-to-face communication was an often underutilised channel. One finding was the lack of formal measurement undertaken by the company, thereby contradicting the advisement of the academic literature. It was recommended that management specifically corporate affairs measure internal communication by conducting an internal communication audit. Face-to-face communication should be encouraged, there should be organised more meetings between different divisions/departments, people must realise that the division's cooperation brings more effectiveness to everybody's work; things are done faster, easier and better.

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“…Charismatic leadership theory has been empirically tested and described as a factor of managing an organization in many papers (Aaltio-Marjosola & Takala, 2000; Agle & Sonnenfeld, 1994;Takala, 1997;Tourish & Vatcha, 2005). The place of a company's charismatic leader in interaction with an external audience was sepa-rately determined (Fanelli & Misangyi, 2006) and features of CEO communications with internal audiences were (Men, 2012;Pincus et al, 1991).…”

Section: Literature Reviewmentioning

confidence: 99%

The role of company’s top officials in corporate communications

Tsymbalenko

Oltarzhevskyi

Horodenko

et al. 2020

Problems and Perspectives in Management

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In contemporary society, corporate communications are becoming an increasingly important and significant component of management. This field includes not only building an external and internal image of a company but also interacting with stakeholders and achieving business aims. This research aims to define the potential and features of company’s top officials (owners, CEOs, presidents, and other top managers) involvement in corporate communications and representing a business. It is based on the content analysis of corporate websites of the first 100 international companies from the Forbes list. The study demonstrated that most (62%) world successful firms involve their owners, CEOs, and top managers in corporate communications as speakers. At the same time, business owners appear on corporate websites less often (only 2%). CEOs engage in such communications in 47% of cases. Most often, other authorized representatives are speakers of companies (51%). A descriptive analysis of topics helped to distinguish the most common types of texts: formal ideological speeches, corporate news, corporate blog texts, and personalized corporate storytelling. Most texts are posted on corporate websites in the News chapter (28%). This suggests that news as a genre may be the most appropriate form of communication on behalf of management. Thus, some recommendations are proposed regarding the participation of top officials as speakers. From a practical point of view, companies can be guided by the outcomes of this research when deciding to engage their leaders in corporate communications.

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The Chief Executive Officer's Internal Communication Role: A Benchmark Program of Research

Cited by 28 publications

References 15 publications

Corporate communication and trust in leadership

Corporate communication and trust in leadership

Internal Communication Challenges and Issues : A Case Study of Transnet Freight Rail Business Unit Coal , Vryheid , Kwazulu Natal Province , South Africa

The role of company’s top officials in corporate communications

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