global leadership study

Global Leadership Study Reveals Digital, Gender, Generational and Skills Shifts

Philadelphia, PA (October 28, 2013) PRSA International Conference

October 25, 2013 The Plank Center 1


Presenters §  Bruce Berger, Ph.D., Professor Emeritus, University

of Alabama

§  Keith Burton, Partner, Brunswick Group

§  Gary McCormick, APR & Fellow PRSA, HGTV

§  Prof. Maria Russell, APR & Fellow PRSA,

Syracuse University


Agenda §  Betsy Plank and leadership (Gary)

§  Study overview and demographics (Bruce)

§  The top 10 issues (Gary)

§  Generational variations (Keith)

§  Development of future leaders (Maria)

§  Gender perspectives (Maria & Gary)

§  Leadership model and index (Bruce)

§  Discussion (Keith)


The Plank Center For Leadership in PR

u  Created in 2005 by UA Trustees

u  Named for Betsy Plank (1924-2010) u  Led by national board of 24 execs & educators

u  Mission carried out through: Awards programs and scholarships Video interviews with leaders Webinars for educators, students Platform online magazine Educator summer fellowships Annual mentorship banquet & awards Leadership research

Mission: Help develop and recognize excellent PR leaders and role models in practice and the classroom, and bridge the gap between education and practice.


Why is leadership important?

Because leaders… u Make important decisions

u Shape organizational culture

u Affect communication climate

u Represent the “face” of the organization

u Influence employee attitudes and perceptions


Employee perceptions & leadership

Jim Shaffer, 2001

Leadership 55%

Job/Work Processes

30%

Formal Media 15%

Study Overview and Demographics


Global Study of Leadership in Public Relations and Communication Management

The big picture


u  What are the key issues in the field?

u  How are they managed?

u  How do they affect leadership roles and practices?

u  How can we better develop future leaders?

u  What can we learn from culturally diverse

professionals?

Note: We researched answers to these questions with 1) an online survey of practitioners and 2) depth interviews with 137 leaders.


Scope of the Global Study November 2011 – July 2012

8 Large Economies

9 Languages

23 Countries

28 Researchers

4,484 Participants


Participants by Global Regions

1% Other

2,477 Europe German-speaking countries, Latvia/Estonia, Russia, Spain, U.K.

827 U.S.

672 Latin America Brazil, Chile, Mexico

488 Asia Chinese-speaking countries, India, S. Korea


Basic Demographics (4,484) Gender

48.3%

51.7%

Note: The gender mix varied greatly among countries, ranging from +70% female in Brazil, Russia and Latvia/Estonia, to 43-48% female in Germany, U.K. and U.S.


Basic Demographics Age

0% 5% 10% 15% 20% 25% 30% 35%

< 36 years

36-45 years

46-55 years

> 55 years


PR, Corp/Strategic Comm Journalism

Business

Comm/Media Studies

Social Sciences

Humanities

Others

Basic Demographics

Major Study Area

16.5%

17.3%

16.4% 12.1% 12.0% 11.0% 9.1%

MA/MS

BA/BS

Ph.D.

Other

High School

50%

30% 9% 7%

4%

Education

Advertising, Marketing 5.6%

October 25, 2013

12%

23%

24%

21%

20% Public company

Private/state run

Nonprofit

Agency

Self-employed, other

The Plank Center 14

Basic Demographics Type Organization


Basic Demographics

Years experience & work unit size

< 11 years 11-20 years > 20 years

Work Unit Size (number of professionals)

35.3% 39.5% 25.1%

< 5

37.8%

5-15 16-25 > 25

35.8% 8.6% 17.7%

Years Experience


Basic Demographics Reporting Level

Top Leaders Level 1

Levels 2-5

39.7% 34.4%

25.9%


Integrated Model Model Of excellent leadership in PR

Organizational Structure and

Culture

Excellent Leadership in PR

Self-dynamics

Team Collaboration

Ethical Orientation

Relationship Building

Strategic Decision-Making Capability

Communication Knowledge MGT

Self attributes

Shared vision

Internal Relations

External Relations

The Top 10 Issues in the Field




10 Big Issues in the Field (1-7 scale) The Top 3

Speed and volume of information flow

Dealing with crises

Digital revolution, rise of SM

5.88

5.76 5.75


10 Big Issues in the Field

Finding, retaining top talent

Employee engagement 5.49

Measurement of communication effectiveness 5.49 Demands for transparency

5.34

5.25

1.  Speed and volume of information flow (5.88) 2.  Dealing with crises (5.76) 3.  Digital revolution, rise of SM (5.75)


10 Big Issues in the Field 1.  Speed and volume of information flow (5.88) 2.  Dealing with crises (5.76) 3.  Digital revolution, rise of SM (5.75) 4.  Employee engagement (5.49) 5.  Measurement of communication effectiveness (5.49) 6.  Demands for transparency (5.34) 7.  Finding, retaining top talent (5.25)

Corporate social responsibility 5.10 4.83 4.47

Communicating in diverse cultures

Image of PR profession


The Most Important Issue Speed and volume of information flow

Dealing with crises

Digital revolution

23.1% n= 1,029

15.3% n= 684

12.2% n= 547

11.9% n= 532

Measurement of communication


The Most Important Issue

Finding, retaining top talent

Transparency

8.4% n= 375

7.9% n= 354

7.5% n= 337

Employee engagement


The Most Important Issue

Corporate social responsibility

6.1% n= 274

Professional image

2.5% n= 112

5.3% n= 239

Diverse cultures


Some Demographics of Issues

Finding Talent China, India and Russia ranked this as most important #1 or #2 issue.

Measurement Brazil, Chile, India, Mexico, South Korea and UK ranked this as most important #1 or #2 issue.

Transparency Brazil, Chile and South Korea rated it highest; Germany, Russia and UK the lowest.

CSR India, Spain, UK and US gave it the lowest ratings; Latin American countries rated it highest.

By Country/Region


Theme 1

The digital revolution transforms practice and leaders worldwide, but it’s not the only big issue.

Generational Variations



Workplaces today are multigenerational


This means differing values, characteristics

Veterans Boomers Gen X Millennials patriotic workaholic self-reliant entitled dependable idealistic adaptable optimistic conformist competitive cynical impatient respectful loyal distrusting team oriented rigid materialistic resourceful work-life balance work ethic values titles entrepreneurial multitasking conservative self-fulfillment tech-savvy close to parents Ron Alsop, The Trophy Kids Grow Up, 2008



Our study confirms some differences

< 36 age group in the global study: §  Rated speed of info flow and digital revolution lower

than older age groups §  Rated measurement and PR image significantly higher

than other age groups. §  Gave highest ratings to 3 leadership dimensions:

--communication skills/knowledge --vision for communication

--supportive organizational culture and structure


Our study confirms some differences

< 36 age group in the global study: §  Gave significantly higher ratings than other age groups

to 9 of 12 development approaches, especially: --require accreditation --improve measurement skills --associations work together to improve leadership --manage stress.

§  Expressed most optimism about future of PR. §  Gave significantly lower scores to preference for

working for a male boss.


But the biggest headline is leadership and culture for communication

Three survey statements reflect

factors in a culture for communication: •  The highest ranking PR professional in my

organization is an excellent leader.

•  My organization encourages and practices 2-way communication.

•  The CEO or top executive in my organization understands the value of PR.


Overall results are disappointing… Modest ratings of leaders and culture: Ø  The highest ranking PR professional in my

organization is an excellent leader. 4.66 Ø  My organization encourages and practices

two-way communication. 4.67 Ø  The CEO or top executive in my organization

understands the value of PR. 5.16 Note: Participants were asked to what extent they agreed with each statement. 1 = very little extent, 7 = a great extent.


Younger, lower-level practitioners were most critical

Hierarchy PR leader 2-way CEO performance comm. values PR

PR leaders 5.32 5.05 5.41

1-level below leader 4.28 4.48 5.11

2-5 levels below leader 4.14 4.35 4.86

Note: Participants were asked to what extent they agreed with each statement.

1 = very little extent, 7 = a great extent. All differences were significant: p<.01.


Theme 2

The future of PR is all about me, me, me! Anonymous Millennial

Developing Future Leaders—12 Approaches




3people skills were rated most important (1-7 scale)

1. Strengthen change management skills and capabilities 5.67

2. Improve the listening skills of professionals 5.51

3. Enhance conflict management skills 5.51


5other approaches were important:

4. Develop better measures to document value 5.34 5. Strengthen the business component of education 5.26 6. Increase cultural understanding and sensitivity 5.10 7. Enhance skills to cope with stress 5.06 8. Enhance the emotional intelligence of professionals 5.05


4other approaches were much less important:

9. Impose tough penalties on ethical violators 4.51 10. Urge associations to work together to develop leaders 4.37 11. Develop a global education curriculum 4.24 12. Require professional accreditation or licensing 3.90

Factor 1: Factor analysis yielded two factors


Self-Development Approaches •  Improve listening skills •  Enhance emotional intelligence •  Enhance conflict management skills •  Increase cultural understanding, sensitivity •  Strengthen change management skills •  Enhance skills to cope with stress

Factor 2: Factor analysis yielded two factors


Systemic Development Approaches •  Require accreditation, licensing •  Develop a global education curriculum •  Penalize ethical violators •  Develop better measures •  Strengthen business education •  Urge associations to work together to

develop leaders


Preparing leaders for the future means focusing on

1. Software or soft skills of people •  Increase reflection and self insights •  Improve interpersonal skills for conflict, change management •  Create greater awareness of others, cultures

2. Hardware or professional and educational structures •  Improve measurement skills and standards •  Bring ethical codes to life •  Increase knowledge of business, global environment


Theme 3

Soft skills and self-insights are the Gold Standard for future leaders.

Gender Perspectives on Leadership




Men and women alike…

§  Women and men are equally capable leaders (F=6.47, M=6.53 on a 7.0 scale*)

§  I prefer to work for a male boss (F=5.09, M=5.41)

§  I’m positive about the future of PR (F=5.17, M=5.15)

§  I learn more about leadership from role models & mentors than from education or training (F=5.14, M=5.12)

*The scale captured the extent to which participants agreed with the statements, where “1” equals “strongly disagree” with, and “7” equals “strongly agree” with.


Men and women alike…

§  Ranked the top 10 issues in more or less the same order §  Gave high ratings to all 7 leadership dimensions and

ordered them more or less the same: Highest 2: strategic decision making, comm. knowledge mgmt. Lowest 2: ethical orientation, organizational culture

§  Emphasized the need for soft skills in the future; ranked the 12 approaches in similar order

§  Gave similar ratings to issue strategies and tactics

But profiles are different… Women in the study

•  Younger (70% < 45) •  Less experience (44% < 11 yrs ) •  Lower levels (33% top leaders) •  Small teams (60%--5 or fewer) •  Work for nonprofits, private

companies •  Major in public relations (20%),

humanities •  60-80% of participants in Brazil,

China, Chile, Latvia, Russia

Men in the study •  Older (70% > 45) •  More experience (26% < 11 yrs) •  Higher levels (45% top leaders) •  Larger teams (60%--25 or more) •  Work for agencies, public

companies •  Major in business, social

sciences, natural sciences •  50-55% of participants in India,

South Korea, Germany, UK, US



And perceptions differ…

Professional women in the study §  Rated all 10 issues higher than men—8 significantly higher.

(Esp. PR image, measurement and transparency) §  Rated all 12 development approaches significantly higher.

(Esp. emotional IQ, conflict mgmt., listening and stress mgmt.)

§  Rated all 7 dimensions of leadership significantly higher. (Esp. vision, ethical orientation and org culture & structure)

§  Rated their interpersonal communication skills significantly lower than men rated them.


And perceptions differ… Professional men in the study §  Considered themselves to be leaders significantly more often. §  Expressed desire to be a leader significantly more often. §  Preferred to work for a male boss significantly more often. §  Rated the performance of the senior communication leader

significantly higher than women. §  Rated CEO’s understanding of value of PR significantly higher. §  Rated the presence of 2-way communication in their

organizations significantly higher.


What’s going on? Are these female-male variations due to: §  Different socialization experiences? §  Different requirements for women vs. men to ascend to

communication leadership positions? §  Different visions for the practice of leadership in PR? §  Expectations of women (and men?) that women must “do more”

to become leaders, e.g., get more education or training? §  The roles and responsibilities of leadership seem different to

women because their journey is more difficult?


Theme 4

Men and women: Same destination, different journey.

Leadership Model and Index




Integrated Model Model Of excellent leadership in PR

Organizational Structure and

Culture

Excellent Leadership in PR

Self-dynamics

Team Collaboration

Ethical Orientation

Relationship Building

Strategic Decision-Making Capability

Communication Knowledge MGT

Self attributes

Shared vision

Internal Relations

External Relations

Developed and tested this conceptual model:


Leadership and a Culture for Communication

Our organizational statements reflect factors in a culture for communication:

•  The highest ranking PR professional in my organization is an excellent leader

•  My organization encourages and practices 2-way communication

•  The CEO or top executive in my organization understands the value of PR

We summed the mean scores for these statements for each country/region.


Summated Leadership

Index*

Country/Region Number Mean S.D. India 129 16.37 3.58

Mexico 172 15.22 4.75

Chinese-speaking countries 131 14.86 4.23

United States 707 14.76 4.50

Latvia/Estonia 125 14.71 3.91

German-speaking countries 1569 14.69 4.03

Spain 186 14.46 4.87

United Kingdom 124 14.32 4.09

Chile 135 13.81 4.43

Russia 194 13.64 4.58

South Korea 204 13.41 2.06

Brazil 255 13.02 4.59

Total: 3,944 Number

14.50 Mean

4.25 S.D.

*The reliability test (Cronbach’s alpha) was .66, just below the criterion of .70. Dropping the third statement raised the alpha to .70. We kept it in. The ANOVA test showed a significant F-value: 8.09


Theme 5

Digital drives, but the transformation enfolds a set of deep changes.


Leaders and our future

“The single biggest way to impact an organization is to focus on leadership development. There is almost no limit to the potential of an organization

that recruits good people, raises them up as leaders and continually develops them.”

John C. Maxwell, 2001


The Sensemakers: Leaders in

Public Relations

A global study of leadership in public relations and

communication management

Edited by Bruce K. Berger and Juan Meng

Spring 2014, Routledge


The Plank Center For Leadership in Public Relations

Thank You

http://plankcenter.ua.edu/

global leadership study

Documents

plank center

global leadership study

global study of leadership

agenda betsy plank

leadership important

leadership gary study

leadership roles

demographics bruce