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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
October 25, 2013 The Plank Center 2
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
October 25, 2013 The Plank Center 3
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)
October 25, 2013 The Plank Center 4
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.
October 25, 2013 The Plank Center 5
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
October 25, 2013 The Plank Center 6
Employee perceptions & leadership
Jim Shaffer, 2001
Leadership 55%
Job/Work Processes
30%
Formal Media 15%
Study Overview and Demographics
October 25, 2013 The Plank Center 7
Global Study of Leadership in Public Relations and Communication Management
The big picture
October 25, 2013 The Plank Center 8
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.
October 25, 2013 The Plank Center 9
Scope of the Global Study November 2011 – July 2012
8 Large Economies
9 Languages
23 Countries
28 Researchers
4,484 Participants
October 25, 2013 The Plank Center 10
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
October 25, 2013 The Plank Center 11
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.
October 25, 2013 The Plank Center 12
Basic Demographics Age
0% 5% 10% 15% 20% 25% 30% 35%
< 36 years
36-45 years
46-55 years
> 55 years
October 25, 2013 The Plank Center 13
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
October 25, 2013 The Plank Center 15
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
October 25, 2013 The Plank Center 16
Basic Demographics Reporting Level
Top Leaders Level 1
Levels 2-5
39.7% 34.4%
25.9%
October 25, 2013 The Plank Center 17
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
October 25, 2013 The Plank Center 18
Global Study of Leadership in Public Relations and Communication Management
October 25, 2013 The Plank Center 19
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
October 25, 2013 The Plank Center 20
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)
October 25, 2013 The Plank Center 21
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
October 25, 2013 The Plank Center 22
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
October 25, 2013 The Plank Center 23
The Most Important Issue
Finding, retaining top talent
Transparency
8.4% n= 375
7.9% n= 354
7.5% n= 337
Employee engagement
October 25, 2013 The Plank Center 24
The Most Important Issue
Corporate social responsibility
6.1% n= 274
Professional image
2.5% n= 112
5.3% n= 239
Diverse cultures
October 25, 2013 The Plank Center 25
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
October 25, 2013 The Plank Center 26
Theme 1
The digital revolution transforms practice and leaders worldwide, but it’s not the only big issue.
Generational Variations
October 25, 2013 The Plank Center 27
Global Study of Leadership in Public Relations and Communication Management
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
October 25, 2013 The Plank Center 29
October 25, 2013 The Plank Center 30
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
October 25, 2013 The Plank Center 31
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.
October 25, 2013 The Plank Center 32
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.
October 25, 2013 The Plank Center 33
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.
October 25, 2013 The Plank Center 34
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.
October 25, 2013 The Plank Center 35
Theme 2
The future of PR is all about me, me, me! Anonymous Millennial
Developing Future Leaders—12 Approaches
October 25, 2013 The Plank Center 36
Global Study of Leadership in Public Relations and Communication Management
October 25, 2013 The Plank Center 37
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
October 25, 2013 The Plank Center 38
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
October 25, 2013 The Plank Center 39
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
October 25, 2013 The Plank Center 40
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
October 25, 2013 The Plank Center 41
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
October 25, 2013 The Plank Center 42
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
October 25, 2013 The Plank Center 43
Theme 3
Soft skills and self-insights are the Gold Standard for future leaders.
Gender Perspectives on Leadership
October 25, 2013 The Plank Center 44
Global Study of Leadership in Public Relations and Communication Management
October 25, 2013 The Plank Center 45
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.
October 25, 2013 The Plank Center 46
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
October 25, 2013 The Plank Center 47
October 25, 2013 The Plank Center 48
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.
October 25, 2013 The Plank Center 49
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.
October 25, 2013 The Plank Center 50
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?
Leadership Model and Index
October 25, 2013 The Plank Center 52
Global Study of Leadership in Public Relations and Communication Management
October 25, 2013 The Plank Center 53
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:
October 25, 2013 The Plank Center 54
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.
October 25, 2013 The Plank Center 55
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
October 25, 2013 The Plank Center 56
Theme 5
Digital drives, but the transformation enfolds a set of deep changes.
October 25, 2013 The Plank Center 57
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
October 25, 2013 The Plank Center 58
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