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Leadership summit-p point-presentation1-1

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On Nov. 1, 2012, public relations executives and educators gathered to learn the results of the largest study of leadership ever conducted in public relations. Eight international researchers …

On Nov. 1, 2012, public relations executives and educators gathered to learn the results of the largest study of leadership ever conducted in public relations. Eight international researchers presented key findings, and distinguished panelists discussed what the research means for practice, development programs, education and theory.

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  • 1. Welcome.November 1, 2012#PlankPRSummit
  • 2. Cross-Cultural Study of Leadership in PublicRelations and Communication ManagementStudy Background and Snapshot of ParticipantsDr. Bruce Berger, University of Alabama, and Research Director, The Plank CenterOctober 31, 2012 2

  • 3. “If you do not look at things on alarge scale, it will be difficult tomaster strategy.”Miyamoto Musashi3
October 31, 2012
  • 4. What is the big pictureof leadership in publicrelations?4
October 31, 2012
  • 5. The Big Picture•  What are the key issues in the field?•  How are they managed?•  How do they affect key dimensions of leadership?•  How can we improve leaders for the future?•  What can we learn from culturally diverse professionals?5October 31, 2012
  • 6. Scope of the Cross-Cultural StudyNovember 2011 – July 20126October 31, 20128Large Economies9Languages23Countries28Researchers4,484Participants
  • 7. Participants by Global Regions7October 31, 20121% Other2,477 Europe827 U.S.672 Latin America488 Asia
  • 8. Participants by Country8October 31, 2012European countries222 Austria146 Switzerland215 Russia30112210 Spain1391,405GermanyEstonia
Latvia
U.K.

  • 9. Participants by Countries, Cont.9October 31, 2012303156213143140205Chinese countries*IndiaSouth KoreaBrazilChileMexico* Chinese Countries include: China, Hong Kong, Singapore and Taiwan.Asian and Latin American countries
  • 10. Basic Demographics for Survey Participants (4,484)10October 31, 2012Gender48.3%51.7%Note:
The
gender
mix
varied
greatly
among
countries,
ranging
from
+70%
female
in
Brazil,
Russia
and
Latvia/Estonia,
to
43‐45%
female
in
Germany,
UK
and
US.

  • 11. Basic Demographics for Survey Participants (4,484)11October 31, 2012Age0%
 5%
 10%
 15%
 20%
 25%
 30%
 35%
<
36
years
36‐45
years
46‐55
years
>
55
years

  • 12. Advertising, MarketingSocial SciencesComm/Media StudiesBusinessJournalismPR, Corp/Strategic CommHumanitiesOthersOctober 31, 2012 12
Basic Demographics for Survey Participants (4,484)Major Study Area16.5%17.3%5.6%9.1%11.0%12.0%12.1%16.4%MA/MSBA/BSPh.D.OtherHigh School50%30%9%7%4%Education

  • 13. October 31, 2012 13
Basic Demographics for Survey Participants (4,484)Type Organization12%23%24%21%20%Public
company
Private/state
run
Nonprofit
Agency
Self‐employed,
other

  • 14. October 31, 2012 14
Basic Demographics for Survey Participants (4,484)Years Experience< 11 years 11-20 years > 20 yearsWork Unit Size (number of professionals)35.3% 39.5% 25.1%< 537.8%5-15 16-25 > 2535.8% 8.6% 17.7%
  • 15. October 31, 2012 15
Basic Demographics for Survey Participants (4,484)Reporting LevelTop LeadersLevel 1Levels 2-539.7%34.4%25.9%
  • 16. Sponsored by:The Plank Center for Leadership in Public RelationsHeyman AssociatesIBM Corporation
  • 17. Cross-Cultural Study of Leadership in PublicRelations and Communication Management10 Key Issues in the FieldDr. Ansgar Zerfass, University of Leipzig, GermanyOctober 31, 2012 17

  • 18. “We all have to expand ourcapabilities to encompass thechanging world, its growing diversity,and, indeed, its complexity.”Lachlan Murdoch18
October 31, 2012
  • 19. October 31, 2012 19
10 Big Issues in the FieldThe Top 3Speed and volume of information flowDealing
with
crises
Digital
revoluZon,
rise
of
SM
5.885.765.75
  • 20. 10 Big Issues in the Field1.  Speed and volume of information flow (5.88)2.  Dealing with crises (5.76)3.  Digital revolution, rise of SM (5.75)20October 31, 2012Finding, retaining top talentEmployee engagement5.49Measurement of communication effectiveness5.49Demands for transparency5.345.25
  • 21. 10 Big Issues in the Field1.  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)21October 31, 2012Improving the image of the professionCorporate social responsibilityMeeting communication needs in diverse cultures5.104.834.47
  • 22. Public Relations Issue Grid*22October 31, 2012* Factor analysis: Eigenvalue of 3.39; Cronbach’s alpha of .81; amount of variance is 42.34%.Top talent
  • 23. October 31, 2012 23
The Most Important IssueSpeed and volume of information flowDealing
with
crises
Digital
revoluZon
23.1%n= 1,02915.3%n= 68412.2%n= 54711.9%n= 532Measurement
of
communicaZon

  • 24. October 31, 2012 24
The Most Important IssueFinding,
retaining
top
talent
Transparency
8.4%n= 3757.9%n= 3547.5%n= 337Employee
engagement

  • 25. October 31, 2012 25
The Most Important IssueCorporate
social
responsibility

6.1%n= 274Professional
image
2.5%n= 1125.3%n= 239Diverse
cultures

  • 26. 26
October 31, 2012Some Demographics of Issues- Countries10/12 countries ranked crisis highest
  • 27. 27
October 31, 2012Some Demographics of Issues- CountriesBrazilranked 7/10 issues highestGermany and UKranked 9/10 issues lowest
  • 28. 28
October 31, 2012Some Demographics of Issues- CountriesUK and USrated CSR lowestLatin American Countriesrated CSR highest
  • 29. 29
October 31, 2012Some Demographics of Issues- CountriesBrazil, China, India and MexicoRanked digital media highestEast European countriesranked digital media lowest
  • 30. 30
October 31, 2012Some Demographics of Issues- CountriesBRIC countries and Mexicoranked engagement highestSouth Korea, UK and USranked engagement lowest
  • 31. October 31, 2012 31
Some Demographics of Issues- Rank, Gender and AgeWomen ranked all 10 issues higher than men;8 significantly higher.Younger professionals rated image, measurement highest.Top leaders ranked information flow higher thanyoung, lower-level practitioners.
  • 32. Sponsored by:The Plank Center for Leadership in Public RelationsHeyman AssociatesIBM Corporation
  • 33. Cross-Cultural Study of Leadership in PublicRelations and Communication ManagementStrategies and Tactics to Manage the IssuesDr. Bryan Reber, University of GeorgiaOctober 31, 2012 33

  • 34. “You’ve got to think about big thingswhile you’re doing small things, sothat all the small things go in theright direction.”Alvin Toffler34
October 31, 2012
  • 35. Dealing with the Speed and Volumeof Information Flow (n= 1,029)35October 31, 2012Developing new skills and/orimproving work processes5.315.304.963.673.28Using new technologies to collect,distribute info faster
Assigning more work/responsibilities toexisting employees 
Increasing use of external consultants 
Hiring additional employees 

  • 36. Managing the Digital Revolutionand Rise of Social Media (n= 684)36October 31, 2012Revising strategies for greateruse of SM5.925.485.195.014.65Training team members,others in SM use
Monitoring stakeholder communicationson the social web
Hiring employees withspecialized SM skills
Creating performance measures for SM

  • 37. Improving Measurement ofCommunication to Demonstrate Value (n= 547)37October 31, 2012Monitoring, analyzing mediacoverage of organization andcompetitors5.484.824.644.104.00Using business outcomes tomeasure effectiveness
Focusing more on nonfinancialperformance indicators
Attending measurement workshops tolearn, adopt best practices
Hiring external experts to provide skillsand develop metrics

  • 38. Being Prepared to Deal Effectivelywith Crises That May Arise (n= 532)38October 31, 2012Developing effective crisiscommunication plans5.665.115.054.924.83Implementing effective managementprograms to reduce risk of crises
Using issue scanning, monitoringtechnologies to identify, track problems
Educating stakeholders aboutemergency communication systems
Training employees for crisismanagement procedures

  • 39. Meeting Demands for More Transparency ofCommunications, Operations (n= 375)39October 31, 2012Implementing a strategy to increasetransparency5.565.425.365.215.03Posting more company information onthe Internet and/or Intranet
Providing more 2-way communicationbetween employees & leaders
Communicating with external groupsto address issues
Monitoring stakeholder communicationsto identify concerns

  • 40. Increasing Employee Engagement andCommitment in the Workplace (n= 394)40October 31, 2012Creating a positive communicationclimate to increase commitment5.785.485.284.954.38Increasing accessibility to, and visibility ofsenior leaders
Facilitating knowledge transfer and bestpractices in the organization
Training front-line supervisors to improvelistening & communication skills
Using reward and recognition programsto honor employees

  • 41. Finding, Developing and Retaining HighlyTalented Professionals (n= 337)41October 31, 2012Providing more autonomy to highlytalented individuals5.705.204.484.263.67Designing individualized developmentplans for high potential professionals
Providing superior financial incentivesand benefits
Supporting the education of futureprofessionals at universities
Using search firms to help locate andevaluate talent

  • 42. The Last 3 Issues42October 31, 2012Meeting increasing demands for corporate socialresponsibility (n= 274)Creating public awareness of CSR programsConvince organizational leaders thatCSR programs are importantInteracting directly with groups that make CSR demandsShowcasing CSR achievements andemployee accomplishmentsInvolving more employees in community activities5.565.245.174.914.55
  • 43. The Last 3 Issues43October 31, 2012Meeting communication needs in diverse cultures (n= 239)Monitoring media coverage in global mediaImplementing a global communicationstrategyUsing national experts to guide countrycommunication programsHiring more employees with int’lexperienceProviding cultural training for employees5.745.355.124.824.44
  • 44. The Last 3 Issues44October 31, 2012Improving the image of the profession (n= 112)Participating actively in professionalassociation activitiesModeling professional standards andethical behaviorsSupporting the education of futureprofessionals at universitiesSupporting research to advanceprofessional knowledgeProviding ethics training for team members, others5.304.934.794.664.40
  • 45. Sponsored by:The Plank Center for Leadership in Public RelationsHeyman AssociatesIBM Corporation
  • 46. Cross-Cultural Study of Leadership in PublicRelations and Communication ManagementKey Issues and Leadership Skills and CapabilitiesDr. Juan Meng, University of GeorgiaOctober 31, 2012 46

  • 47. “We know that leadership is verymuch related to change. As the paceof change accelerates, there is agreater need for effective leadership.”John Kotter47
October 31, 2012
  • 48. An Integrated Model of Leadership48October 31, 2012OrganizationalStructure andCultureExcellentLeadership in PRSelf-dynamicsTeam CollaborationEthical OrientationRelationshipBuildingStrategic Decision-Making CapabilityCommunicationKnowledge MGTSelf attributesShared visionInternal RelationsExternal Relations
  • 49. The Leadership Model and Global Study49October 31, 2012Q1: Is the conceptual model valid in other countries?Ra#ngs
on
leadership
skills
and
capabili#es
for
the
global
survey
(n=
4,483)
 Mean
Possessing
communicaZon
knowledge
 6.14
ParZcipaZng
in
strategic
decision‐making
 6.30
Possessing
a
strong
ethical
orientaZon
 5.63
Building
and
managing
work
teams
 5.91
Providing
compelling
vision
(self‐dynamics)
 6.04
Having
the
ability
to
develop
coaliZons
(relaZonship
building)
 5.71
Working
in
an
organizaZon
with
2‐way
communicaZon
(organizaZonal
culture)
 5.63
A: Yes. Very similar to U.S. results.Factor analysis yielded one factor: Public Relations Leadership** Eigenvalue is 3.48; Cronbach’s alpha is .812; variance accounted for is 47.16%
  • 50. The Leadership Model and Global Study50October 31, 2012* **p< .01Leadership Dimensions No. 1 IssueInfo FlowNo. 2 IssueDigital MediaNo. 3 IssueMeasurementNo.4 IssueCrisis Mgmt Total F-valueN=1,029 N=684 N=547 N=532 N=2,792 (df=3, 2,787)PR knowledge 6.10 6.13 6.32 6.30 6.19 9.24**Decision making 6.30 6.19 6.42 6.44 6.33 9.00**Ethical orientation 5.42 5.28 5.54 5.84 5.49 17.81**Lead work teams 5.91 5.70 5.82 5.99 5.86 8.08**Compelling vision 5.87 6.06 6.28 5.87 6.00 18.57**Create coalitions 5.64 5.43 5.76 5.83 5.65 12.19**2-waycommunication5.58 5.58 5.62 5.45 5.57 1.46Q2: Do leader dimensions change when issues change?A: Yes. Crises place greatest demands on leaders.
  • 51. October 31, 2012 51
Some Demographics and Leader DimensionsWomen rated all 7 dimensions significantly higher.Those with less than 20 years experience rated ethicalorientation and communication knowledge management significantly higher.Lower level practitioners rated organizational culturesignificantly higher.Latin American countries rated all dimensions higher;German-speaking countries the lowest.
  • 52. Sponsored by:The Plank Center for Leadership in Public RelationsHeyman AssociatesIBM Corporation
  • 53. Cross-Cultural Study of Leadership in PublicRelations and Communication ManagementDeveloping Future LeadersDr. Yan Jin, Virginia Commonwealth UniversityOctober 31, 2012 53

  • 54. “The moral authority of leaders is anessential ingredient to humansecurity. Our attitudes determinewhether we are able to resolveconflict. It requires real listening anda readiness to consider new ways.And if we are to be a bridge, we haveto be willing to be walked on.”Florence Mpaayei54
October 31, 2012
  • 55. 55October 31, 20123people skillswere ratedmostimportant:1. Strengthening change management skills and capabilities 5.672. Improve the listening skills of professionals 5.513. Enhance conflict management skills 5.51
  • 56. 56October 31, 20125otherapproacheswere important:4. Develop better measures to document value 5.345. Strengthen the business component of education 5.266. Increase cultural understanding and sensitivity 5.107. Enhance skills to cope with stress 5.068. Enhance the emotional intelligence of professionals 5.05
  • 57. 57October 31, 20124otherapproacheswere lessimportant:9. Impose tough penalties on ethical violators 4.5110. Urge associations to work together to develop leaders 4.3711. Develop a global education curriculum 4.2412. Require professional accreditation or licensing 3.90
  • 58. 58October 31, 2012Factor analysis yielded two factorsFactor 1: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* Eigenvalue is 5.0; Cronbach’s alpha is .80; and the factor accounts for 41.70% of variance
  • 59. 59October 31, 2012Factor analysis yielded two factorsFactor 2:Systemic Development Approaches*•  Require accreditation, licensing•  Develop a global education curriculum•  Penalize ethical violators•  Develop better measures•  Strengthen the business component ofeducation•  Urge associations to work together todevelop leaders* Eigenvalue is 1.18; Cronbach’s alpha is .82; and accounts for 9.81% of variance
  • 60. 60October 31, 2012PREPARINGLEADERS FOR THEFUTURE
  • 61. 61October 31, 2012Preparing leadersfor the future meansfocusing on1. Software or soft skills of people•  Increase reflection and self insights•  Improve interpersonal skills for conflict, change management•  Create greater awareness of others, cultures2. Hardware or professional and educational structures•  Improve measurement skills and standards•  Bring ethical codes to life•  Increase knowledge of business, global environment
  • 62. 62October 31, 2012Somedemographicson leaderdevelopment•  Experienced practitioners (> 20 years) rated significantly higher listeningskills and cultural understanding•  Least-experienced practitioners (< 11 years) rated significantlyhigher most other approaches•  The Latin American countries gave the highestmean scores to 7/12 approaches•  11/12 countries and regions rated changemanagement skills highest•  Women ratedsignificantly higher all12 approaches•  Lower-level practitioners ratedsignificantly higher all 12approaches
  • 63. Sponsored by:The Plank Center for Leadership in Public RelationsHeyman AssociatesIBM Corporation
  • 64. Cross-Cultural Study of Leadership in PublicRelations and Communication ManagementIndividual Perceptions about Leaders and PracticeDr. Baiba Petersone, Zayed University, United Arab EmiratesOctober 31, 2012 64

  • 65. “Would women leaders wield powerdifferently? Would they be morehumane? Would they perhaps evenusher in some gleaming, renascentera? And would men accept them?Now that we have this veritable clubof women leaders across the globe…we can begin to answer thosequestions. But the answers are nosimpler than the questionsthemselves.”Georgia Anne Geyer65
October 31, 2012
  • 66. 66October 31, 2012PerceptionsSelfI consider myself to be a PR leaderI want to be a PR leaderI learn more about excellent leadership from rolemodels and mentors than from education ormanagement development programs5.666.155.13
  • 67. 67October 31, 2012PerceptionsGender
Males or females can be equally capable PR leadersI prefer to work for a male leader on the jobFemales have better interpersonal communicationskills than males6.505.254.27
  • 68. 68October 31, 2012PerceptionsOrganization
The highest ranking PR professional in myorganization is an excellent leaderMy organization encourages and practices 2-waycommunicationThe CEO or top executive in my organizationunderstands the value of PR4.664.675.16
  • 69. 69October 31, 2012PerceptionsProfessionLeadership in PR is different from leadership inother fieldsLeadership skills are more important thancommunication skills in leading a PR unit ordepartmentI’m optimistic about the future of the PR professionin my country3.733.445.16
  • 70. 70October 31, 2012Leadership and aCulture forCommunicationOur organizational statements reflectfactors in a culture for communication:•  The highest ranking PR professional in myorganization is an excellent leader•  My organization encourages and practices2-way communication•  The CEO or top executive in my organizationunderstands the value of PRWe summed the mean scores for these statements for each country/region.
  • 71. 71October 31, 2012SummatedLeadershipIndex*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:3,944Number14.50Mean4.25S.D.*The reliability test(Cronbach’s alpha)was .66, just belowthe criterion of .70.Dropping the thirdstatement raised thealpha to .70. Wekept it in. TheANOVA test showeda significant F-value:8.09
  • 72. Sponsored by:The Plank Center for Leadership in Public RelationsHeyman AssociatesIBM Corporation
  • 73. Cross-Cultural Study of Leadership in PublicRelations and Communication ManagementA Glimpse of the BRIC Countries(Brazil, Russia, India, China)Dr. Elina Erzikova, Central Michigan UniversityOctober 31, 2012 73

  • 74. “Some analysts believe that byworking together, the BRIC countriescan carve out the future economicorder between themselves. Theybelieve that China can dominate inmanufactured goods, India inservices, and Russia and Brazil in rawmaterial supplies.”EconomyWatch, June 201274
October 31, 2012
  • 75. 75October 31, 2012Top 10Economiesin theWorld**Account for 70% of world GDP and 50% of the population.
  • 76. 76October 31, 2012Top 10Economiesin theWorld**Account for 70% of world GDP and 50% of the population.1. USA2. China3. Japan4. India5. Germany6. Russia7. UK8. France9. Brazil10. ItalyGDP (trillions) Pop. (millions)$14.89.74.33.92.92.22.22.22.11.83121,3391281,210881436265192113
  • 77. 202077October 31, 2012Top 10Economies in theWorld:2010 vs. 2020Data from Euromonitor International2010Rank
 Country
 GDP

(trillions)
1.
 USA
 $14.8
2.
 China
 9.7
3.
 Japan
 4.3
4.
 India
 3.9
5.
 Germany
 2.9
6.
 Russia
 2.2
7.

 UK
 2.2
8.

 France
 2.2
9.
 Brazil
 2.1
10.
 Italy
 1.8
Rank
 Country
 GDP

(trillions)
1.
 China
 $28.1
2.
 USA
 22.6
3.
 India
 10.2
4.
 Japan
 6.2
5.
 Russia
 4.3
6.
 Germany
 4.0
7.

 Brazil
 3.9
8.

 UK
 3.4
9.
 France
 3.2
10.
 Mexico
 2.8
vs.
  • 78. 78October 31, 2012Less experienced56.7% 
< 11 years experienceYounger < 36 years old52.75% 
Lower level levels 2-544.8% 
BRIC Practitioners: Faces of the Future?Female 65.5%46.8%Fewer grad degreesMore PR majors 36.1%
  • 79. 79October 31, 2012Three Most Important IssuesBrazilRussiaIndiaChina1 2 3# # #Measurement
Measurement
Info
Flow
Info
Flow
Info
Flow
Top
Talent
Top
Talent
Top
Talent
Digital
Media
Digital
Media
Crisis
Mgmt
Engagement
All countries Info
Flow
 Crisis
Mgmt
 Digital
Media

  • 80. 80October 31, 2012Similar Approaches to Top IssuesTop TalentMeasurementInfo FlowDigital MediaOffer autonomy and superior benefits (China, India)All rely heavily on media monitoring and analysisAll use new technologiesAll hire employees with DM skills and train employees to use DM
  • 81. 81October 31, 2012Development of Future LeadersBrazilRussiaIndiaChina1 2 3# # #Change
Mgmt
Listening
Change
Mgmt
Culture
Sensi#vity
Conflict
Mgmt
Change
Mgmt
Change
Mgmt
Conflict
Mgmt
Listening
Measurement
Listening
Listening
All countries Change
Mgmt
 Listening
 Conflict
Mgmt

  • 82. 82October 31, 2012Some Individual PerceptionsI considermyselfto be aleader inPR…5.504.415.685.235.66BrazilRussiaIndiaChinaAll countries
  • 83. 83October 31, 2012Some Individual Perceptions6.215.616.395.426.15I want tobe aleader inPR…BrazilRussiaIndiaChinaAll countries
  • 84. 84October 31, 2012Some Individual PerceptionsMen andwomen canbe equallycapable PRleaders…BrazilRussiaIndiaChinaAll countries6.416.236.506.756.21
  • 85. 85October 31, 2012Some Individual PerceptionsBrazilRussiaIndiaChinaAll countries5.164.125.114.275.25I prefer towork for amaleleader…
  • 86. 86October 31, 2012Some Individual PerceptionsThe highestranking PRprofessional inmy organizationis an excellentleader…4.454.145.234.824.66BrazilRussiaIndiaChinaAll countries
  • 87. 87October 31, 2012Some Individual PerceptionsBrazilRussiaIndiaChinaAll countries4.254.485.504.964.67My organizationpractices 2-waycommunication…
  • 88. 88October 31, 2012Some Individual PerceptionsThe CEO orleader of myorganizationunderstandsthe value ofPR…BrazilRussiaIndiaChinaAll countries4.394.945.715.105.16
  • 89. 89October 31, 2012Some Individual PerceptionsBrazilRussiaIndiaChinaAll countries5.775.305.975.225.16I’m optimisticabout thefuture of thePR professionin mycountry…
  • 90. 90October 31, 2012SummatedLeadershipIndex Country
 Number
 Mean
 S.D.
Brazil 255
 13.02
 4.59
Russia 194
 13.64
 4.58
India 129
 16.37
 3.58
China 131
 14.86
 4.23
All Countries:3,944Number4.25S.D.14.50Mean
  • 91. Sponsored by:The Plank Center for Leadership in Public RelationsHeyman AssociatesIBM Corporation
  • 92. Cross-Cultural Study of Leadership in PublicRelations and Communication Management10 Headlines: What the Findings MeanMr. Marco Herrera, Founder and CEO, Grupo Public in Mexico City, and Dr. Bruce BergerOctober 31, 2012 92

  • 93. “Whether you think you can orwhether you think you can’t,you’re right.”Henry Ford93
October 31, 2012
  • 94. 94October 31, 201210The digital revolutiontransforms practice andleaders worldwide.
  • 95. 95October 31, 20129The future of PR is allabout me, me, me!Anonymous Millennial
  • 96. 96October 31, 20128Contingencies count:Diverse issues tapdifferent leadershipcapabilities.
  • 97. 97October 31, 20127Excellent PR leadership ismultidimensional,complex and…global?
  • 98. 98October 31, 20126Measurement remains the800 pound gorilla incommunication unitsworldwide.
  • 99. 99October 31, 20125Soft skills and self-insights are the Holy Grailfor future leaders.
  • 100. 100October 31, 20124Cultural patterns intrigue,but meaning is elusive.
  • 101. 101October 31, 20123Men and women:Same destination,different journey.
  • 102. 102October 31, 20122Leaders drink too much oftheir own Kool-Aid.
  • 103. 103October 31, 20121Digital drives, but thetransformation enfolds aset of deep changes.
  • 104. Thank you.November 1, 2012

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