B.K Berger, Juan Meng, and J Katz. (June, 2022). Public relations leaders earn a “B-“ in the Plank Center’s Report Card 2021: Did the pandemic improve leadership in public relations?” published by The Plank Center for Leadership in Public Relations. http://plankcenter.ua.edu/wp-content/uploads/2022/07/2021_LR_PDF.pdf
Abstract: The Report Card on Public Relations Leaders is a biennial study that began in 2015 to survey leaders and their employees on leadership performance, job satisfaction, organizational trust, organizational culture and job engagement. Following small declines in leader performance in 2017 and 2019, the Report Card 2021 marks some improvements. Leaders in public relations improved their performance during the volatile and challenging world of 2020-2022. For the first time since the biennial Leadership Report Card was launched in 2015, the grade for overall leadership performance rose to B-. The Report Card 2021 marks improvements in overall leadership performance, and gains in employee trust, job satisfaction, job engagement and organizational culture. Most significantly, a previous widening gender gap regarding perceptions of leadership in PR was closed. The profession moved from average to “almost good,” with “great” still in the scope in the distance. Nationwide, 536 PR leaders and professionals evaluated five fundamental areas of leadership linked to outcomes in our field—organizational culture, leadership performance, organizational trust, work engagement and job satisfaction.
Abstract: Communication leaders can strategically use organizational resources to co-define functions (the constructionist approaches in leadership) and to establish interpersonal alliances within and beyond communication units (the relational approaches in leadership). In the present study, we incorporated these theoretical lenses to evaluate how communication leaders’ performance helps build a positive communication structure and culture in the organization, which further influences communication professionals, the team members, at various levels. More importantly, we looked into the interdependent relationships among work engagement, trust in the workplace, and job satisfaction from a global perspective. Theoretical and practical implications are discussed.
Meng, J., Reber, B. H., Berger, B. K., Gower, K. K., & Zerfass, A. (2019). North American Communication Monitor 2018-2019. Tracking trends in fake news, issues management, leadership performance, work stress, social media skills, job satisfaction and work environment. Tuscaloosa, AL: The Plank Center for Leadership in Public Relations. ISBN (paperback): 978-0-578-50179-6. ISBN (electronic): 978-0-578-50180-2.
* Special thanks to Tong Xie and Solyee Kim (Grady doctoral students) for their work as assistant researchers on this book.
Abstract: The study examines the impact of critical organizational factors (organizational culture and excellent leader performance) on public relations professionals’ overall job satisfaction by focusing on testing the joint mediating effects job engagement and trust could generate. A national online survey of 838 public relations professionals working in a variety of organizations was used as the empirical data to test the relationships in a proposed conceptual model. Results confirmed the strong impact organizational culture and leader performance could have on public relations professionals’ job engagement, trust, and job satisfaction. More importantly, results revealed the significant joint mediating effects of engagement and trust on professionals’ job satisfaction, when supportive organizational culture and excellent leader performance were presented. The study concludes with research and practical implications.