Empirical study exploring leadership perceptions and practices among communication professionals and PR managers (n = 1,766) in corporations, nonprofit organizations (including governmental, political, educational) and agencies. The research led by Prof. Dr. Ansgar Zerfaß (University of Leipzig) and Prof. Dr. Ulrike Röttger (University of Münster) is part of a global research project with quantitative and qualitative methods in 8 cultural regions and 23 countries. Focus and research questions: Important issues for leaders in PR and communication management - Conditions for leadership, leadership abilities and qualities - Strategies and actions implemented by leaders to deal with important issues - Development of future leaders - Personal beliefs and perceptions about leadership.
Managing CEO positioning and international communication: Insights from interviews with corporate communication leaders. This follow-up study to the European Communication Monitor 2013 is based on qualitative interviews with 53 global heads of communication of major corporations based in Europe, and on quantitative data from 579 respondents heading corporate communication departments in 39 countries. The report discusses the importance of CEOs for corporate reputation, practices and trends in CEO communication, as well as the impact of international value chains for the communication function and ways to develop new organisational structures and strategic visions. The study is a joint project by an academic research team from several universities within the framework of EUPRERA and Ketchum, a leading global communications firm operating in more than 70 countries.
The world's first study on the use of management tools in strategic communication, based on a survey among chief communication officers and communication managers with responsibility for strategy, steering or controlling in leading companies. It identifies the Top 12 tools for practitioners as well as the best-known and least known tools, and the satisfaction with different procedures. The relevance for implementing tools and knowledge gaps are shown, as are drivers influencing the use of management tools in communications. The study organized by Leipzig University and Lautenbach Sass complements research on the most popular management tools conducted by consultancies like Bain for more than a decade.
Communication management tools are methods, procedures, standard processes and frame-works (thinking tools) for the analysis, planning, implementation and evaluation of communication activities in organisations, and for steering those processes. They are implemented according to a uniform scheme and can be used in a wide variety of situations. Management tools provide orientation and make everyday work easier by enabling practitioners to perform frequently occurring tasks in a uniform, routinized and comprehensible manner.
Such tools are widely used in business management and management consulting. But what about corporate communications? To what extent do communicators use tools for analysing, planning, implementing and evaluating communication activities? The results show that there is still room for improvement. In addition to classic, more operational PR tools, more established management tools should be adapted. A toolbox tailored to your own needs is essential for the further development of the communications department – and for being recognized as a trusted partner by top management.
Despite growing investments in and increased use of social media, many companies, non-profit organizations, governmental institutions and associations are far from utilizing the full potential of these communication channels. This is revealed by the study “Social Media Governance 2011”, a joint research project organized by the University of Leipzig, pressesprecher magazine, and Fink & Fuchs Public Relations. The study was conducted for the second time this year, following a pilot study in 2010. A total of 596 corporate communication managers in Germany, Austria and Switzerland were surveyed. The study investigated the status quo of Social Media Governance, i.e. the status of regulatory frameworks for the strategic management of social media activities in organizations, identified the parameters and prerequisites for communicating on the social web, and examined the associated changes in the daily work and the required level of expertise.
The 15th annual edition of the European Communication Monitor - the largest academic study worldwide on the strategic communications and PR profession - is based on interviewing 2,644 communication professionals from 46 European countries, providing valuable insights for public relations, corporate communications and public affairs.
As well as digital transformation of communications as the main topic, the survey explores the use of video-conferencing for stakeholder communications and changing roles of communicators when helping to create value for their organisations or clients. Salaries, key strategic issues as well as the characteristics of excellent communication departments have all been researched with more detailed analysis for 22 countries.
The study reveals that digital transformation is in progress, but few communication departments or agencies have reached maturity – 39.2 per cent of practitioners across Europe describe their unit as immature in both digitalising stakeholder communications and building digital infrastructure. Nonetheless, video-conferencing is here to stay – it is more frequently used for communication with employees and clients than with journalists and less valued by stakeholders in Eastern and South-Eastern Europe. Communication practitioners take on different roles simultaneously in their daily work – a trend to watch is the Advisor role who helps top management make better business decisions. Last but not least, professionals working in excellent communication departments are more engaged in coaching or advising executives and colleagues at all levels of the hierarchy
The strict selection of participants, a unique research framework based on established theories and statistical analyses fulfilling academic standards are key features of the ECM studies. Lead researchers Professors Ansgar Zerfass (Leipzig), Dejan Verčič (Ljubljana), Ralph Tench (Leeds), Ángeles Moreno (Madrid) and Alexander Buhmann (Oslo) are supported by national research collaborators who are professors at renowned universities across the continent.
The European Communication Monitor 2021 has been organised by the European Public Relations Education and Research Association (EUPRERA) and the European Association of Communication Directors (EACD), supported by premium partner Cision Insights and digital communications partner Fink & Fuchs. National partners are The Nordic Alliance for Communication & Management (#NORA) hosted by BI Norwegian Business School. Norway, and the Center for Strategic Communication (CECOMS) at IULM University in Milan, Italy.
The first edition of the North American Communication Monitor (NACM) is a comprehensive report on strategic issues, practices and roles for communication professionals in Canada and the United States. The NACM is organized by The Plank Center for Leadership in Public Relations at the University of Alabama. It has been conducted by an academic research team consisting of Professors Bryan H. Reber, Juan Meng, Bruce K. Berger, Karla K. Gower, and Ansgar Zerfass. The study joins existing Communication Monitors in Europe, Latin America and Asia-Pacific in providing the largest and only truly global study for the profession based on sound empirical standards. The goal is to stimulate and promote the knowledge and practice of excellent communication management worldwide.
The NACM 2018/19 includes perceptions and insights from 1,020 communication professionals in North America (255 in Canada and 765 in the U.S.). The study tracks top-of-mind trends like fake news and strategies to deal with it, and identifies the most pressing strategic issues today for communicators, nearly half of whom (49.4%) said trust was the most crucial issue.
The study also explores professionals’ perceptions of their organizational cultures and their leaders’ performance, and shows how strongly culture and leaders affect employees’ work engagement, trust and job satisfaction. The NACM 2018/19 also asked the professionals about stress levels in this hyper-speed profession, and three were mentioned most often: lack of advancement opportunity (34.3%), heavy work load (33.6%) and information overload (33.3%).
Other areas in the report focus on professionals’ social media skills and management knowledge, and the contributions they make to organizational success.
Full information about the NACM is available at http://plankcenter.ua.edu/north-american-communication-monitor/
Empirical study investigating how corporations in the United States, Germany, United Kingdom, France, and Japan use social media for financial communications, both on their own websites and on external platforms including mobile channels. Global benchmark of 190 companies including the 150 largest firms listed on DJIA (Dow Jones Industrial Average, USA), FTSE (Financial Times London Stock Exchange Index, UK), CAC (Cotation Assistée en Continu quarante, France), DAX (Deutscher Aktien-Index, Germany), NIKKEI (Nihon Keizai Shimbun Index, Japan), as well as the top 10 companies in regard to market cap, and the top 10 companies in regard to performance of the US mid- and small-cap indices Russell Midcap and Russell 2000. As the third annual study in a row, this research provides longitudinal data and in-depth analysis based on content analysis and statistical evaluation. Authors: Ansgar Zerfass and Kristin Koehler, University of Leipzig, Germany
Trust in Communicators 2019 Study: How the general population trusts journali...Communication Monitor
The "Trust in Communicators" (TiCS) study has been conducted by researchers from Leipzig University, Leeds Beckett University, and IULM University Milan within the framework of EUPRERA, facilitated by Cision Insights and Fink & Fuchs. It is linked to the European Communication Monitor research project. The study combines representative polls of adults aged 16 to 64 from Germany, Italy and the United Kingdom with a survey of communication practitioners in the same countries.
The public poll highlighted that communication and PR professionals are trusted and recognised more highly in the UK than in Germany or Italy. However, the general public has a high-level of distrust in these professionals. A trust gap was identified between communications and PR professionals and journalists, but it was not as wide as expected and is closing.
Information about organisations is often spread by people who are not acting in a professional communication role – i.e. organisational advocates such as supportive customers (fans, brand ambassadors), experts in the field (academics, consultants) or activists with overlapping interests. The polls found that external experts are the most trusted of these advocates, but all are trusted more highly than communication and PR professionals. Efforts should be focussed on enabling these advocacy groups to promote the trust-building process. The polls also revealed that the general population has fuzzy perceptions about the goals and activities of PR professionals.
Whilst communication and PR professionals misperceive the public’s opinion about them and overestimate public trust. These professionals also misjudge their role in the trust-building process and ignore public trust in external advocates.
The full report (PDF, 38 pp.) is available for download.
Managing CEO positioning and international communication: Insights from interviews with corporate communication leaders. This follow-up study to the European Communication Monitor 2013 is based on qualitative interviews with 53 global heads of communication of major corporations based in Europe, and on quantitative data from 579 respondents heading corporate communication departments in 39 countries. The report discusses the importance of CEOs for corporate reputation, practices and trends in CEO communication, as well as the impact of international value chains for the communication function and ways to develop new organisational structures and strategic visions. The study is a joint project by an academic research team from several universities within the framework of EUPRERA and Ketchum, a leading global communications firm operating in more than 70 countries.
The world's first study on the use of management tools in strategic communication, based on a survey among chief communication officers and communication managers with responsibility for strategy, steering or controlling in leading companies. It identifies the Top 12 tools for practitioners as well as the best-known and least known tools, and the satisfaction with different procedures. The relevance for implementing tools and knowledge gaps are shown, as are drivers influencing the use of management tools in communications. The study organized by Leipzig University and Lautenbach Sass complements research on the most popular management tools conducted by consultancies like Bain for more than a decade.
Communication management tools are methods, procedures, standard processes and frame-works (thinking tools) for the analysis, planning, implementation and evaluation of communication activities in organisations, and for steering those processes. They are implemented according to a uniform scheme and can be used in a wide variety of situations. Management tools provide orientation and make everyday work easier by enabling practitioners to perform frequently occurring tasks in a uniform, routinized and comprehensible manner.
Such tools are widely used in business management and management consulting. But what about corporate communications? To what extent do communicators use tools for analysing, planning, implementing and evaluating communication activities? The results show that there is still room for improvement. In addition to classic, more operational PR tools, more established management tools should be adapted. A toolbox tailored to your own needs is essential for the further development of the communications department – and for being recognized as a trusted partner by top management.
Despite growing investments in and increased use of social media, many companies, non-profit organizations, governmental institutions and associations are far from utilizing the full potential of these communication channels. This is revealed by the study “Social Media Governance 2011”, a joint research project organized by the University of Leipzig, pressesprecher magazine, and Fink & Fuchs Public Relations. The study was conducted for the second time this year, following a pilot study in 2010. A total of 596 corporate communication managers in Germany, Austria and Switzerland were surveyed. The study investigated the status quo of Social Media Governance, i.e. the status of regulatory frameworks for the strategic management of social media activities in organizations, identified the parameters and prerequisites for communicating on the social web, and examined the associated changes in the daily work and the required level of expertise.
The 15th annual edition of the European Communication Monitor - the largest academic study worldwide on the strategic communications and PR profession - is based on interviewing 2,644 communication professionals from 46 European countries, providing valuable insights for public relations, corporate communications and public affairs.
As well as digital transformation of communications as the main topic, the survey explores the use of video-conferencing for stakeholder communications and changing roles of communicators when helping to create value for their organisations or clients. Salaries, key strategic issues as well as the characteristics of excellent communication departments have all been researched with more detailed analysis for 22 countries.
The study reveals that digital transformation is in progress, but few communication departments or agencies have reached maturity – 39.2 per cent of practitioners across Europe describe their unit as immature in both digitalising stakeholder communications and building digital infrastructure. Nonetheless, video-conferencing is here to stay – it is more frequently used for communication with employees and clients than with journalists and less valued by stakeholders in Eastern and South-Eastern Europe. Communication practitioners take on different roles simultaneously in their daily work – a trend to watch is the Advisor role who helps top management make better business decisions. Last but not least, professionals working in excellent communication departments are more engaged in coaching or advising executives and colleagues at all levels of the hierarchy
The strict selection of participants, a unique research framework based on established theories and statistical analyses fulfilling academic standards are key features of the ECM studies. Lead researchers Professors Ansgar Zerfass (Leipzig), Dejan Verčič (Ljubljana), Ralph Tench (Leeds), Ángeles Moreno (Madrid) and Alexander Buhmann (Oslo) are supported by national research collaborators who are professors at renowned universities across the continent.
The European Communication Monitor 2021 has been organised by the European Public Relations Education and Research Association (EUPRERA) and the European Association of Communication Directors (EACD), supported by premium partner Cision Insights and digital communications partner Fink & Fuchs. National partners are The Nordic Alliance for Communication & Management (#NORA) hosted by BI Norwegian Business School. Norway, and the Center for Strategic Communication (CECOMS) at IULM University in Milan, Italy.
The first edition of the North American Communication Monitor (NACM) is a comprehensive report on strategic issues, practices and roles for communication professionals in Canada and the United States. The NACM is organized by The Plank Center for Leadership in Public Relations at the University of Alabama. It has been conducted by an academic research team consisting of Professors Bryan H. Reber, Juan Meng, Bruce K. Berger, Karla K. Gower, and Ansgar Zerfass. The study joins existing Communication Monitors in Europe, Latin America and Asia-Pacific in providing the largest and only truly global study for the profession based on sound empirical standards. The goal is to stimulate and promote the knowledge and practice of excellent communication management worldwide.
The NACM 2018/19 includes perceptions and insights from 1,020 communication professionals in North America (255 in Canada and 765 in the U.S.). The study tracks top-of-mind trends like fake news and strategies to deal with it, and identifies the most pressing strategic issues today for communicators, nearly half of whom (49.4%) said trust was the most crucial issue.
The study also explores professionals’ perceptions of their organizational cultures and their leaders’ performance, and shows how strongly culture and leaders affect employees’ work engagement, trust and job satisfaction. The NACM 2018/19 also asked the professionals about stress levels in this hyper-speed profession, and three were mentioned most often: lack of advancement opportunity (34.3%), heavy work load (33.6%) and information overload (33.3%).
Other areas in the report focus on professionals’ social media skills and management knowledge, and the contributions they make to organizational success.
Full information about the NACM is available at http://plankcenter.ua.edu/north-american-communication-monitor/
Empirical study investigating how corporations in the United States, Germany, United Kingdom, France, and Japan use social media for financial communications, both on their own websites and on external platforms including mobile channels. Global benchmark of 190 companies including the 150 largest firms listed on DJIA (Dow Jones Industrial Average, USA), FTSE (Financial Times London Stock Exchange Index, UK), CAC (Cotation Assistée en Continu quarante, France), DAX (Deutscher Aktien-Index, Germany), NIKKEI (Nihon Keizai Shimbun Index, Japan), as well as the top 10 companies in regard to market cap, and the top 10 companies in regard to performance of the US mid- and small-cap indices Russell Midcap and Russell 2000. As the third annual study in a row, this research provides longitudinal data and in-depth analysis based on content analysis and statistical evaluation. Authors: Ansgar Zerfass and Kristin Koehler, University of Leipzig, Germany
Trust in Communicators 2019 Study: How the general population trusts journali...Communication Monitor
The "Trust in Communicators" (TiCS) study has been conducted by researchers from Leipzig University, Leeds Beckett University, and IULM University Milan within the framework of EUPRERA, facilitated by Cision Insights and Fink & Fuchs. It is linked to the European Communication Monitor research project. The study combines representative polls of adults aged 16 to 64 from Germany, Italy and the United Kingdom with a survey of communication practitioners in the same countries.
The public poll highlighted that communication and PR professionals are trusted and recognised more highly in the UK than in Germany or Italy. However, the general public has a high-level of distrust in these professionals. A trust gap was identified between communications and PR professionals and journalists, but it was not as wide as expected and is closing.
Information about organisations is often spread by people who are not acting in a professional communication role – i.e. organisational advocates such as supportive customers (fans, brand ambassadors), experts in the field (academics, consultants) or activists with overlapping interests. The polls found that external experts are the most trusted of these advocates, but all are trusted more highly than communication and PR professionals. Efforts should be focussed on enabling these advocacy groups to promote the trust-building process. The polls also revealed that the general population has fuzzy perceptions about the goals and activities of PR professionals.
Whilst communication and PR professionals misperceive the public’s opinion about them and overestimate public trust. These professionals also misjudge their role in the trust-building process and ignore public trust in external advocates.
The full report (PDF, 38 pp.) is available for download.
Future of Corporate Communications: Cutting Through the Noise: ReportBrunswick Insight
Broad and deep transformations are taking place in business that will redefine the communications function: how it will be structured, who will lead it, and what the focus of future communicators will be. Brunswick Insight explores views of senior European communicators on the changing landscape and roles for corporate communicators.
Results of the largest empirical study on status quo and trends in communication management and public relations worldwide with almost 2,200 participants from 42 countries. Insights about strategic issues in the field, ethics, integration of communication, social media communications, skills and knowledge, recruitment strategies. Conducted by 11 renowned European universities, led by Prof Ansgar Zerfass, U of Leipzig, Germany. PDF download and previous versions of this annual survey are available at http://www.communicationmonitor.eu
Results of the largest empirical study on status quo and trends in strategic communication, corporate communications and public relations worldwide with 2,710 participants from 43 countries. Insights about CEO communication and positioning, crisis communication, digital gatekeepers, social media skills, international communication, status and budgets, and much more. Conducted by 11 renowned European universities, led by Prof Dr Ansgar Zerfass, University of Leipzig, Germany, & BI Norwegian Business School, Oslo. PDF download and previous versions of this annual survey are available at http://www.communicationmonitor.eu
La mayor encuesta del mundo sobre comunicación a nivel internacional ha revelado que el desarrollo de los canales de ‘comunicación móvil’ se duplicará antes del año 2017. El estudio plantea, según Ángeles Moreno, profesora de la Universidad Juan Carlos I y coordinadora del estudio en España, que “mientras sigan integradas las plataformas de social media en los planes generales de comunicación, será la comunicación móvil, centrada en la interacción con el consumidor en tiempo real y un contenido visual rápidamente digerible, el área de mayor crecimiento en el sector”.
ComGap 2014 Report: Mind The Gap - How the public and public relations profes...Communication Monitor
The ComGap 2014 study explores communicating leadership and social media communications from the perspectives of communication / public relations professionals perceptions and the general public in 10 European countries. It is based on thorough academic standards, combining a representative poll among the general public in those countries with a survey of 1,346 communication professionals in the same markets. The public poll samples the views of 4,054 citizens and is weighted for age and gender. The survey of communication professionals looks at the trends of communication management across Europe.
The study has been authored by Professors Ansgar Zerfass (Leipzig / Oslo), Ralph Tench (Leeds), Angeles Moreno (Madrid), Piet Verhoeven (Amsterdam), Dejan Vercic (Llubljana) and Joachim Klewes (Düsseldorf), supported by Markus Wiesenberg (Leipzig).
ComGap is a joint project by Ketchum, London, and EUPRERA, the European Public Relations Education and Research Association, Brussels, delving deeper into issues explored by the European Communication Monitor (ECM) 2014 survey.
Details results in national languages are available for Austria, Denmark, France, Germany, Italy, Netherlands, Norway, Spain, Sweden, United Kingdom upon request. Contact: info@communicationmonitor.eu
Brunswick Future of Stakeholder Engagement Report February 2013Brunswick Group
Conventional wisdom holds that “Stakeholder Engagement” is important and organisations should be doing it.But there’s very little data available about what “it” is, or about the benefits and risks organisations see from engaging in new ways with groups they may not have dealt with in the past.
The purpose of this survey was to explore what stakeholder engagement looks like with those who are closest to the front line: senior European communicators at large corporations, government bodies, NGOs, associations and other organisations.
The new Global Communications Report, produced by the Holmes Report in conjunction with University of Southern California’s Center for Public Relations, is the definitive study of the global public relations industry, featuring research, agency rankings and industry analysis.
Burson-Marsteller has carried out a research together with IMD business school involving over 200 European companies, looking at how they define and communicate Corporate Purpose to internal and external stakeholders. The analysis led to a number of findings, most notably that corporate purpose enhances financial performance by 17%!
Established in 1953, Burson-Marsteller is a leading global public relations and communications firm. It has been based in Italy since 1982 and has operations both in Milan and Rome.
The 14th annual edition of the European Communication Monitor - an academic study on the strategic communications and PR profession - investigates six major issues for communication leaders: ethical challenges and resources for the communications profession; cyber security and communications; assessing and advancing gender equality; strategic issues and communication channels; status quo and future needs for competency development. The study also identifies drivers of excellence in each field. This allows readers to evaluate their own organisation and identify needs for improvement.
This edition of the ECM is based on responses from 2,324 communication professionals working in companies, non-profits, governmental organisations and agencies from 44 European countries. Detailed analyses are available for 22 countries. This makes the monitor the largest regular study of the field worldwide – and the only truly global research of its kind in conjunction with the North American, Latin American and Asia Pacific Communication Monitors.
The ECM 2019 shows that digital communication channels bring along new ethical challenges, but the majority of communication professionals are lacking up-to-date resources to tackle them. While three out of four communication departments employ more women than men, still only one out of two top leaders in the field are women. The main barriers identified are a lack of flexibility and intransparent promotion policies within organisations. Communication practitioners fear the hacking of websites and social media accounts – they are often involved in handling cyber security issues, but seldom help to build resilience. Last but not least, large competence gaps are identified in the fields of technology and data, although communication professionals have completed an average of 19 training days in 2019.
The strict selection of participants, a unique research framework based on established theories and statistical analyses fulfilling academic standards are key features of the ECM studies. Lead researchers Professors Ansgar Zerfass (Leipzig), Dejan Verčič (Ljubljana), Piet Verhoeven (Amsterdam), Ángeles Moreno (Madrid) and Ralph Tench (Leeds) are supported by national research collaborators who are professors at renowned universities across the continent.
The European Communication Monitor 2020 has been organised by the European Public Relations Education and Research Association (EUPRERA) and the European Association of Communication Directors (EACD), supported by premium partner Cision Insights, digital communications partner Fink & Fuchs, and media partner Communication Director magazine. National partners are The Nordic Alliance for Communication & Management (NORA) hosted by BI Norwegian Business School. Norway, and the Center for Strategic Communication (CECOMS) at IULM University in Milan, Italy.
View the 2014 edition of the largest empirical study in strategic communication, corporate communications and public relations worldwide. Conducted by an international research team from 11 universities and based on responses from 2,777 professionals from 43 countries across Europe. Insights about characteristics of excellent communication functions, mobile communication, gender issues in strategic communication, job satisfaction, networking, mentoring, drivers of career development, and much more. A joint project by the European Public Relations Education and Research Association (EUPRERA),the European Association of Communication Directors (EACD), sponsored by global communication agency Ketchum. Lead researcher: Prof Dr Ansgar Zerfass, University of Leipzig, Germany, & BI Norwegian Business School, Oslo.
PDF downloads and previous versions of this annual survey are available at http://www.communicationmonitor.eu
Based on responses from almost 3,100 senior professionals from 48 European countries, this years’ edition of the European Communication Monitor (#ECM18) reveals that despite the persisting debate about fake news across Europe (agreed upon by 55.8% of the respondents), this does not filter into the day to day experiences of communication practitioners (24.4%). The most affected by fake news are government-owned, public sector and political organisations (44.6% have been affected at least once in 2017/2018). Professionals based in Russia report the strongest impact of fake news on their organisations (53.2%), followed by Serbia, Slovenia and Poland (all more than 40%). The sources of fake news follow the origins of the debate with social media being the main source of misleading content (81.3%), but mass media (59.6%) can also originate this form of information. Most communication departments and agencies are not sufficiently prepared to identify fake news: Only 12 per cent of affected organisations have established advanced routines.
Besides key trends like fake news, the survey explores communications’ contributions to organisational success as well as the work environment for communication professionals in Europe. Work engagement and stress, job satisfaction and its drivers as well as the status of leadership in communication units are explored with additional detailed analyses for 22 countries.
Even though the information provision to decision-makers through different kinds of monitoring, surveys or news briefings is a common practice for most communication units across Europe (89.1%), only 28.4 per cent of the communication departments and agencies in Europe prepare advanced types of reporting with edited or curated content that delivers deep insights for decision-makers on a daily basis. Communication professionals are often expected to be high performers in a hard-working culture. No wonder that four out of ten communication professionals (39.0%) in Europe feel tense or stressed out during their working day. At the same time 25.0 per cent do not have the appropriate resources to manage this experience. Overall, 27.9 per cent has serious stress problems (reporting stress and not being able to manage it). Longitudinal comparison with the monitor surveys in 2010 and 2014 reveals a slow decline in overall job satisfaction among communication professionals in Europe. 28.9% of the surveyed practitioners would like to change their current employer within the next twelve months. However, three quarters of the communication professionals in Europe are happy in their job – overall satisfaction is the strongest in consultants or agencies (79.0%).
More information available online at http://www.communicationmonitor.eu
The art of using language for public expression in order to persuade target audience to support development initiatives is a key reason for graphic communication. This requires communication actors particularly, the graphic encoder to know salient input and output variables of communication for effective mediation. However, the prevalence ignorance of these variables, often results in ineffective media production that is counter-productive to development. Therefore, this paper focused on production of practical rhetoric in graphic language for development programmes. The paper employed the critical-historical-analytic examination and content analysis methods. It introduced the reader to the need for practical rhetoric in visual communication. Furthermore, it highlighted the salient input and output variables that the graphic communication actor need be conversant with in order to produce visual rhetoric, using the McGuire’s Communication/persuasion Matrix. And it exemplified graphic media that result from application or neglect of the knowledge of the variables. The paper found that consideration of the variables afforded production of effective rhetoric in graphic language. The paper ended with the need for graphic encoders to internalize knowledge of the input and output variables and utilize it during the process of media production to generate visual rhetoric with desired effect.
The future of corporate communications infographicBrunswick Group
Cutting through the noise
Views of senior European communicators on the changing landscape and roles for corporate communicators.
In order to capture what is top of mind in the shifting European communications arena, Brunswick and the European Association of Communications Directors (EACD) have partnered on a unique piece of research that included EACD members and other senior communicators across Europe.
For more information please contact:
Phil Riggins: www.brunswickgroup.com/people/directory/phil-riggins/
Un recente studio condotto da Burson-Marsteller ha mostrato come il messaggio che una società si propone di comunicare nel 48% dei casi si perde nel passaggio ai media. Il divario si amplia quando si tratta di messaggi aziendali e blogger.
Largest empirical study on status quo and trends in communication management and public relations worldwide with more than 2,200 participants from 43 countries. Conducted by 11 renowned European universities, led by Prof Ansgar Zerfass, U of Leipzig, Germany. PDF download and previous versions of this annual survey are available at http://www.communicationmonitor.eu
Future of Corporate Communications: Cutting Through the Noise: ReportBrunswick Insight
Broad and deep transformations are taking place in business that will redefine the communications function: how it will be structured, who will lead it, and what the focus of future communicators will be. Brunswick Insight explores views of senior European communicators on the changing landscape and roles for corporate communicators.
Results of the largest empirical study on status quo and trends in communication management and public relations worldwide with almost 2,200 participants from 42 countries. Insights about strategic issues in the field, ethics, integration of communication, social media communications, skills and knowledge, recruitment strategies. Conducted by 11 renowned European universities, led by Prof Ansgar Zerfass, U of Leipzig, Germany. PDF download and previous versions of this annual survey are available at http://www.communicationmonitor.eu
Results of the largest empirical study on status quo and trends in strategic communication, corporate communications and public relations worldwide with 2,710 participants from 43 countries. Insights about CEO communication and positioning, crisis communication, digital gatekeepers, social media skills, international communication, status and budgets, and much more. Conducted by 11 renowned European universities, led by Prof Dr Ansgar Zerfass, University of Leipzig, Germany, & BI Norwegian Business School, Oslo. PDF download and previous versions of this annual survey are available at http://www.communicationmonitor.eu
La mayor encuesta del mundo sobre comunicación a nivel internacional ha revelado que el desarrollo de los canales de ‘comunicación móvil’ se duplicará antes del año 2017. El estudio plantea, según Ángeles Moreno, profesora de la Universidad Juan Carlos I y coordinadora del estudio en España, que “mientras sigan integradas las plataformas de social media en los planes generales de comunicación, será la comunicación móvil, centrada en la interacción con el consumidor en tiempo real y un contenido visual rápidamente digerible, el área de mayor crecimiento en el sector”.
ComGap 2014 Report: Mind The Gap - How the public and public relations profes...Communication Monitor
The ComGap 2014 study explores communicating leadership and social media communications from the perspectives of communication / public relations professionals perceptions and the general public in 10 European countries. It is based on thorough academic standards, combining a representative poll among the general public in those countries with a survey of 1,346 communication professionals in the same markets. The public poll samples the views of 4,054 citizens and is weighted for age and gender. The survey of communication professionals looks at the trends of communication management across Europe.
The study has been authored by Professors Ansgar Zerfass (Leipzig / Oslo), Ralph Tench (Leeds), Angeles Moreno (Madrid), Piet Verhoeven (Amsterdam), Dejan Vercic (Llubljana) and Joachim Klewes (Düsseldorf), supported by Markus Wiesenberg (Leipzig).
ComGap is a joint project by Ketchum, London, and EUPRERA, the European Public Relations Education and Research Association, Brussels, delving deeper into issues explored by the European Communication Monitor (ECM) 2014 survey.
Details results in national languages are available for Austria, Denmark, France, Germany, Italy, Netherlands, Norway, Spain, Sweden, United Kingdom upon request. Contact: info@communicationmonitor.eu
Brunswick Future of Stakeholder Engagement Report February 2013Brunswick Group
Conventional wisdom holds that “Stakeholder Engagement” is important and organisations should be doing it.But there’s very little data available about what “it” is, or about the benefits and risks organisations see from engaging in new ways with groups they may not have dealt with in the past.
The purpose of this survey was to explore what stakeholder engagement looks like with those who are closest to the front line: senior European communicators at large corporations, government bodies, NGOs, associations and other organisations.
The new Global Communications Report, produced by the Holmes Report in conjunction with University of Southern California’s Center for Public Relations, is the definitive study of the global public relations industry, featuring research, agency rankings and industry analysis.
Burson-Marsteller has carried out a research together with IMD business school involving over 200 European companies, looking at how they define and communicate Corporate Purpose to internal and external stakeholders. The analysis led to a number of findings, most notably that corporate purpose enhances financial performance by 17%!
Established in 1953, Burson-Marsteller is a leading global public relations and communications firm. It has been based in Italy since 1982 and has operations both in Milan and Rome.
The 14th annual edition of the European Communication Monitor - an academic study on the strategic communications and PR profession - investigates six major issues for communication leaders: ethical challenges and resources for the communications profession; cyber security and communications; assessing and advancing gender equality; strategic issues and communication channels; status quo and future needs for competency development. The study also identifies drivers of excellence in each field. This allows readers to evaluate their own organisation and identify needs for improvement.
This edition of the ECM is based on responses from 2,324 communication professionals working in companies, non-profits, governmental organisations and agencies from 44 European countries. Detailed analyses are available for 22 countries. This makes the monitor the largest regular study of the field worldwide – and the only truly global research of its kind in conjunction with the North American, Latin American and Asia Pacific Communication Monitors.
The ECM 2019 shows that digital communication channels bring along new ethical challenges, but the majority of communication professionals are lacking up-to-date resources to tackle them. While three out of four communication departments employ more women than men, still only one out of two top leaders in the field are women. The main barriers identified are a lack of flexibility and intransparent promotion policies within organisations. Communication practitioners fear the hacking of websites and social media accounts – they are often involved in handling cyber security issues, but seldom help to build resilience. Last but not least, large competence gaps are identified in the fields of technology and data, although communication professionals have completed an average of 19 training days in 2019.
The strict selection of participants, a unique research framework based on established theories and statistical analyses fulfilling academic standards are key features of the ECM studies. Lead researchers Professors Ansgar Zerfass (Leipzig), Dejan Verčič (Ljubljana), Piet Verhoeven (Amsterdam), Ángeles Moreno (Madrid) and Ralph Tench (Leeds) are supported by national research collaborators who are professors at renowned universities across the continent.
The European Communication Monitor 2020 has been organised by the European Public Relations Education and Research Association (EUPRERA) and the European Association of Communication Directors (EACD), supported by premium partner Cision Insights, digital communications partner Fink & Fuchs, and media partner Communication Director magazine. National partners are The Nordic Alliance for Communication & Management (NORA) hosted by BI Norwegian Business School. Norway, and the Center for Strategic Communication (CECOMS) at IULM University in Milan, Italy.
View the 2014 edition of the largest empirical study in strategic communication, corporate communications and public relations worldwide. Conducted by an international research team from 11 universities and based on responses from 2,777 professionals from 43 countries across Europe. Insights about characteristics of excellent communication functions, mobile communication, gender issues in strategic communication, job satisfaction, networking, mentoring, drivers of career development, and much more. A joint project by the European Public Relations Education and Research Association (EUPRERA),the European Association of Communication Directors (EACD), sponsored by global communication agency Ketchum. Lead researcher: Prof Dr Ansgar Zerfass, University of Leipzig, Germany, & BI Norwegian Business School, Oslo.
PDF downloads and previous versions of this annual survey are available at http://www.communicationmonitor.eu
Based on responses from almost 3,100 senior professionals from 48 European countries, this years’ edition of the European Communication Monitor (#ECM18) reveals that despite the persisting debate about fake news across Europe (agreed upon by 55.8% of the respondents), this does not filter into the day to day experiences of communication practitioners (24.4%). The most affected by fake news are government-owned, public sector and political organisations (44.6% have been affected at least once in 2017/2018). Professionals based in Russia report the strongest impact of fake news on their organisations (53.2%), followed by Serbia, Slovenia and Poland (all more than 40%). The sources of fake news follow the origins of the debate with social media being the main source of misleading content (81.3%), but mass media (59.6%) can also originate this form of information. Most communication departments and agencies are not sufficiently prepared to identify fake news: Only 12 per cent of affected organisations have established advanced routines.
Besides key trends like fake news, the survey explores communications’ contributions to organisational success as well as the work environment for communication professionals in Europe. Work engagement and stress, job satisfaction and its drivers as well as the status of leadership in communication units are explored with additional detailed analyses for 22 countries.
Even though the information provision to decision-makers through different kinds of monitoring, surveys or news briefings is a common practice for most communication units across Europe (89.1%), only 28.4 per cent of the communication departments and agencies in Europe prepare advanced types of reporting with edited or curated content that delivers deep insights for decision-makers on a daily basis. Communication professionals are often expected to be high performers in a hard-working culture. No wonder that four out of ten communication professionals (39.0%) in Europe feel tense or stressed out during their working day. At the same time 25.0 per cent do not have the appropriate resources to manage this experience. Overall, 27.9 per cent has serious stress problems (reporting stress and not being able to manage it). Longitudinal comparison with the monitor surveys in 2010 and 2014 reveals a slow decline in overall job satisfaction among communication professionals in Europe. 28.9% of the surveyed practitioners would like to change their current employer within the next twelve months. However, three quarters of the communication professionals in Europe are happy in their job – overall satisfaction is the strongest in consultants or agencies (79.0%).
More information available online at http://www.communicationmonitor.eu
The art of using language for public expression in order to persuade target audience to support development initiatives is a key reason for graphic communication. This requires communication actors particularly, the graphic encoder to know salient input and output variables of communication for effective mediation. However, the prevalence ignorance of these variables, often results in ineffective media production that is counter-productive to development. Therefore, this paper focused on production of practical rhetoric in graphic language for development programmes. The paper employed the critical-historical-analytic examination and content analysis methods. It introduced the reader to the need for practical rhetoric in visual communication. Furthermore, it highlighted the salient input and output variables that the graphic communication actor need be conversant with in order to produce visual rhetoric, using the McGuire’s Communication/persuasion Matrix. And it exemplified graphic media that result from application or neglect of the knowledge of the variables. The paper found that consideration of the variables afforded production of effective rhetoric in graphic language. The paper ended with the need for graphic encoders to internalize knowledge of the input and output variables and utilize it during the process of media production to generate visual rhetoric with desired effect.
The future of corporate communications infographicBrunswick Group
Cutting through the noise
Views of senior European communicators on the changing landscape and roles for corporate communicators.
In order to capture what is top of mind in the shifting European communications arena, Brunswick and the European Association of Communications Directors (EACD) have partnered on a unique piece of research that included EACD members and other senior communicators across Europe.
For more information please contact:
Phil Riggins: www.brunswickgroup.com/people/directory/phil-riggins/
Un recente studio condotto da Burson-Marsteller ha mostrato come il messaggio che una società si propone di comunicare nel 48% dei casi si perde nel passaggio ai media. Il divario si amplia quando si tratta di messaggi aziendali e blogger.
Largest empirical study on status quo and trends in communication management and public relations worldwide with more than 2,200 participants from 43 countries. Conducted by 11 renowned European universities, led by Prof Ansgar Zerfass, U of Leipzig, Germany. PDF download and previous versions of this annual survey are available at http://www.communicationmonitor.eu
Ipsos MediaCT is pleased to publish a new wave of NRS for 2011, in Kingdom of Saudi Arabia. This wave is
conducted between January and May 2011, with a naonal representave sample of 5,076 persons aged 15
years and above, using Face to Face methodology.
Managing CEO positioning and international communication: Insights from interviews with corporate communication leaders. This follow-up study to the European Communication Monitor 2013 is based on qualitative interviews with 53 global heads of communication of major corporations based in Europe, and on quantitative data from 579 respondents heading corporate communication departments in 39 countries. The report discusses the importance of CEOs for corporate reputation, practices and trends in CEO communication, as well as the impact of international value chains for the communication function and ways to develop new organisational structures and strategic visions. The study is a joint project by an academic research team from several universities within the framework of EUPRERA and Ketchum, a leading global communications firm operating in more than 70 countries.
The study is based on responses from 1,200 communication professionals in 23 countries. It surveys the status quo and trends of strategic communication, public relations and communication management across East, South and South-East Asia, Australia and New Zealand. Topics covered include the future relevance of mass media, communciation channels, social media skilles, measurement and evaluation, job satisfaction, and characteristics of excellent communication departments.
Living up to highest academic standards, the Asia-Pacific Communciation Monitor has been conducted by a research team of professors from leading international universities, headed by Jim Macnamara (Sydney), May O. Lwin (Singapore), Ana Adi and Ansgar Zerfass (Leipzig).
The Monitor is jointly organised by the Asia-Pacific Association of Communication Directors (APACD), Quadriga University of Applied Sciences and the European Public Relations Education and Research Association (EUPRERA), supported by PRIME Research International, a global leader in strategic communication research.
The Asia-Pacific Communication Monitor uses a similar methodology as the European Communication Monitor and the Latin-American Communication Monitor, making it part of the largest study in the field of strategic communication worldwide. More resources, including a web video hightlighting the results, are available for free at www.communicationmonitor.asia.
Ergebnisbericht einer empirischen Studie zu Rahmenbedingungen und Praxis der Corporate Social Resonsiblity-Kommunikation in deutschen Unternehmen. Befragt wurden 103 Kommunikationsmanager mit Verantwortung für die CSR-Kommunikation. Inhaltlich geht es um Regelungsrahmen und Organisationsstrukturen, das CSR-Selbstverständnis, Strategien und Aktivitäten. Darüber hinaus wurden Kommunikationsstile, tägliche Routinen u.v.m. identifiziert. Die Studie ist Teil eines internationalen Forschungsprojekts der Universität Leipzig mit der Hong Kong Baptist University; sie wurde von der Deutschen Public Relations Gesellschaft und messagepool Nachhaltigkeitskommunikation unterstützt.
Studie Social Media Governance 2010 - ErgebnisberichtFink & Fuchs AG
Studiensteckbrief
• Studiengegenstand: Status quo der Social Media Governance, also der Existenz von Ordnungsrahmen für das strategische Management von Social-Media-Aktivitäten in deutschen Organisationen. Identifikation von Einflussfaktoren, Chancen, Risiken und Grundlagen für Kommunikation im Zeitalter des interaktiven Internets.
• Stichprobe: 1.007 Kommunikationsmanager aus börsennotierten und nicht börsennotierten Unternehmen, Behörden, politischen Organisationen oder Verbänden und Non-Profit-Organisationen in Deutschland, darunter 37 Prozent mit Leitungsfunktion.
• Initiatoren: Gemeinschaftsprojekt der Universität Leipzig, des Magazins Pressesprecher (Berlin) und der PR-Agentur Fink & Fuchs Public Relations (Wiesbaden). Ergebnisse via www.socialmediagovernance.eu
Ergebnisbericht der Studie Mittelstandskommunikation 2016Fink & Fuchs AG
Das gemeinsame Forschungsprojekt der Universität Leipzig und der Fink & Fuchs Public Relations AG knüpft mit Unterstützung des Magazins pressesprecher an die Studie „Mittelstandskommunikation 2015“ an. Die Fortsetzung der Studie fragt, welche Faktoren die Professionalisierung und Digitalisierung der Kommunikation im Mittelstand beeinflussen und welche Rolle dabei das Management spielt.
The 2016 edition of the largest annual study in strategic communication, corporate communications and public relations worldwide is based on responses from 2,710 communication professionals from 43 European countries. Conducted by an international research team from renowned universities, the research provides insights about big dat, algorithms and automation in communication, social media influencers, stakeholder engagement, strategic issues and development of communication channels over a decade (2007-2016), skills and competency development of communicators, characteristics of excellent communication departments and much more. A joint project by the European Public Relations Education and Research Association (EUPRERA), the European Association of Communication Directors (EACD) with partner PRIME Research. Lead researcher: Prof Dr Ansgar Zerfass, University of Leipzig, Germany, & BI Norwegian Business School, Oslo.
PDF downloads and previous versions of this annual survey are available at http://www.communicationmonitor.eu.
Museums & Mobile in 2012 : Survey ResultsLoic Tallon
An analysis of the main findings from the 2012 Museums & Mobile Survey.
Learn about the museum community's perspective on the objectives, challenges & future for mobile projects in cultural institutions in 2012.
Für die empirische Untersuchung „Mittelstandskommunikation 2016 – Studie zur Professionalisierung, Digitalisierung und Führung der Unternehmenskommunikation“ wurden im Frühjahr 2016 insgesamt 561 Unternehmen in Deutschland befragt, darunter 270 Entscheider aus mittelständischen Unternehmen. Die Studie illustriert den Status quo der Kommunikation in konzernunabhängigen Unternehmen mit maximal 499 Mitarbeitern und einem Umsatz von bis zu 50 Mio. Euro. Das Gemeinschaftsprojekt der Universität Leipzig mit Fink & Fuchs und dem Magazin pressesprecher schließt an die Vorgängerstudie von 2015 an.
Unternehmenskommunikation im Mittelstand wird zunehmend professioneller und digitaler. Aber es fehlen nach wie vor oft klare Kommunikations- und Digitalisierungsstrategien, übergreifende Kommunikationsziele und fachkundige Kommunikationsabteilungen. Zudem behindert die kommunikative Zurückhaltung vieler Unternehmer oft die notwendige Weiterentwicklung in Marketing und Public Relations.
Der 89-seitige Ergebnisbericht ist hier verfügbar. Weitere Informationen finden sich unter www.mittelstandskommunikation.com sowie www.communicationmanagement.de in der Rubrik "Mittelstandskommunikation".
Why Skills Matter - Further Results from the Survey of Adult Skills EduSkills OECD
In the wake of the technological revolution that began in the last decades of the 20th century, labour market demand for information-processing and other high-level cognitive and interpersonal skills is growing substantially. The Survey of Adult Skills, a product of the OECD Programme for the International Assessment of Adult Competencies (PIAAC), was designed to provide insights into the availability of some of these key skills in society and how they are used at work and at home. The first survey of its kind, it directly measures proficiency in several information-processing skills – namely literacy, numeracy and problem solving in technology-rich environments. This volume reports results from the 24 countries and regions that participated in the rst round of the survey in 2011-12 (first published in OECD Skills Outlook 2013: First Results from the Survey of Adult Skills) and from the nine additional countries that participated in the second round in 2014-15 (Chile, Greece, Indonesia [Jakarta], Israel, Lithuania, New Zealand, Singapore, Slovenia and Turkey). It describes adults’ proficiency in the three information-processing skills assessed, and examines how skills proficiency is related to labour market and social outcomes.
When do you consider your employee survey to be complete?
Once all of your employees have taken the survey
Once your organization has received the data
After you’ve shared a couple of reports with senior management
Find out why employee surveys should be an ongoing process, where the actions taken post-survey are even more important than the survey itself. Ignoring post-survey steps can be more detrimental to Employee Engagement and Satisfaction than not conducting the survey in the first place. In this presentation, we discuss essential post-survey steps, the importance of creating an ongoing survey process, why Engagement matters, and how to create a culture of Engagement.
Ergebnisbericht einer Befragung von Privatanlegern in Deutschland: Wie und mit welchen Informationen will diese wichtige Zielgruppe der Finanzkommunikation versorgt werden, welche Rolle spielen Internet und Social Media, wo liegen heute noch Defizite? Eine Studie des Instituts für Kommunikations- und Medienwissenschaft der Universität Leipzig gemeinsam mit der Deutschen Schutzvereinigung für Wertpapierbesitz e.V. (DSW), der Schutzgemeinschaft der Kapitalanleger e.V. (SdK) und der Deutsche EuroShop AG untersucht. Befragt wurden mehr als 500 Privatanleger in Deutschland mit monetärem Engagement in Aktien, Investmentfonds und/oder Unternehmensanleihen. 69 Seiten, PDF, Mai 2012.
This annual study is conduct by EUPRERA, in partnership with EACD and Communication Director magazine, around Europe among +1.990 communication professionals, establishing short-medium term communication trends.
Annual empirical study on status quo and trends in communication management and public relations in Europe. Conducted by renowned European universities within the framework of EUPRERA, led by Prof Ansgar Zerfass, U of Leipzig, Germany. Download the PDF and other editions of this annual survey at http://www.communicationmonitor.eu
This is the 2011 annual survey on future trends in communication management and public relations
The European Communication Monitor is a transnational survey on strategic communication worldwide.
It has been conducted for the fifth time in 2011 with more than 2,20 participating professionals from more than 40 countries.
The next survey will be conducted from March 1-31, 2012.
Find them online at http://www.communicationmonitor.eu
If you are a communications profession in Ireland and interested in learning about how to integrate social media into your communications plan then visit the PR Institute of Ireland website for details of the Certificate in Social Media Communications, the foremost programme of its kind in Ireland and one that has been running since 2009. http://www.PRII.ie
Disclosure: I am the programme leader for the course.
Based on responses from more than 1,500 professionals from 37 countries, this is the most comprehensive analysis of the European market until now. It identifies new challenges for the field of communication 2008-2011.
Some of the insights are:
- communication management plays a major role in European organisations, but its decision-making power is weaker in Europe than in the USA;
- professionals expect that by 2011 corporate communication will succeed today`s forerunner marketing/consumer communication as the most important field of practice;
- internal/change communication and sustainability/CSR are predicted to be the fastest-growing disciplines within communication management in Europe;
- professionals see three major challenges for the future: linking their function to business strategies, dealing with sustainable development and social responsibility, and coping with the digital evolution and the social web
The study has been coordinated by Prof. Dr. Ansgar Zerfss, European Public Relations and Research Association (EUPRERA), University St. Gallen, in association with EACD and Communication Director magazine..
Annual empirical study on status quo and trends in communication management and public relations in Europe. Conducted by 11 renowned European universities, led by Prof Ansgar Zerfass, U of Leipzig, Germany. Download the PDF and other editions of this annual survey at http://www.communicationmonitor.eu
Empirical study reporting on the expertise, structures and strategies of companies, governmental organisations and non-profiut organizations communicating on the social web. Academic research conducted in Germany, Austria and Switzerland. A total of 596 corporate communication managers were surveyed.
The State of Our Art: Latest Trends in the Field of European CommunicationsDavid Willows
Presentation given at the CASE Europe Annual Conference 2009 (Liverpool, UK) in collaboration with the European Association of Communication Directors.
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.
Annual empirical study on status quo and trends in communication management and public relations in Europe. Conducted by renowned European universities, led by Prof Ansgar Zerfass, U of Leipzig, Germany. Download the PDF and other editions of this annual survey at http://www.communicationmonitor.eu.
The 16th annual edition of the European Communication Monitor – the world’s longest-running survey of the communications profession – is based on interviewing 1,672 communication professionals from 43 European countries. It provides valuable insights for public relations, corporate communications and public affairs.
The study examines whether and how much-discussed developments in societies and organisations resonate in today’s communication profession: these include ambitions to recognise diversity, equality and inclusion, and the trend towards a more empathic leadership style. Moreover, the digitalisation of communication departments and agencies and the dynamics of consulting in communications are explored. Salaries, key strategic issues as well as the characteristics of excellent communication departments have all been researched with more detailed analysis for 22 countries.
The strict selection of participants, a unique research framework based on established theories and statistical analyses fulfilling academic standards are key features of the ECM studies. Lead researchers Professors Ansgar Zerfass (Leipzig), Ángeles Moreno (Madrid), Dejan Verčič (Ljubljana), Ralph Tench (Leeds), and Alexander Buhmann (Oslo) are supported by national research collaborators who are professors at renowned universities across the continent.
The European Communication Monitor 2022 has been organised by the European Public Relations Education and Research Association (EUPRERA) and the European Association of Communication Directors (EACD), supported by premium partner Cision and digital communications partner Fink & Fuchs. Regional partners are The Nordic Alliance for Communication & Management (#NORA) hosted by BI Norwegian Business School, Norway, and the Center for Strategic Communication (CECOMS) at IULM University in Milan, Italy.
This edition of the world's largest study on strategic communication and public relations explores the status quo and trends across 50 countries. Topics include visualisation, social bots, hypermodernity and benchmarking for strategic communications.
Based on responses from 3,387 senior professionals from every European country, this years’ edition of the European Communication Monitor (ECM) reveals that even though the professionals are fully aware of the visual trend in society, every second professional has limited visual competencies. The data also demonstrated that the phenomenon of social (ro-)bots is largely neglected by many communication professionals in Europe. Only one third follow the debate about social bots and 15.9 per cent have no idea about the topic at all. In this context social bots are mainly seen as a threat for public debates and organisational reputation alike, although four out of ten respondents do also see opportunities arising from them.
Moreover, the ECM 2017 asked how the hyper modern paradigm might influence the work environment of communication professionals. A hypermodern society is a society in overdrive, characterised by a culture of hyper consumption, hyper change, and hyper individualism. A large majority of 71.5 per cent witness the cultural transformation towards a hyper modern culture in their country. The transition from a postmodern to hypermodern culture is the strongest in consultancies (57.2 per cent) and private companies (51.8 per cent). Organisations with postmodern and hypermodern characteristics are ahead in sensing the trend towards an overarching consumer mentality and are much stronger involved in societal debates. Most of them think that it has already changed and will continue to change the communication with their stakeholders.
The ECM is a joint project by the European Public Relations Education and Research Association (EUPRERA) and the European Association of Directors (EACD), supported by partner PRIME Research. The communication monitor study series, initiated and led by Professor Ansgar Zerfass (University of Leipzig), analyzes trends in the field since more than a decade and covers more than 80 countries across European, Latin-America and Asia-Pacific by now.
This academic study on the status quo and future of strategic communication and public relations is based on responses from 1,046 communication professionals working in different types of organizations (25.6% in Canada and 74.4% in the United States). The sample achieved a fairly balanced gender split (47.7% men and 52.1% women) for accurate comparisons. The average age of participants was 41.2 years.
This newest edition of the NACM is part of the Global Communication Monitor series and joins existing studies in Europe (ECM 2020), Latin America (LCM 2020-2021) and Asia-Pacific (APCM 2020-20201) to explore diverse topics, including COVID-19 and communication professionals’ responses, ethical challenges and resources for communication professionals, cybersecurity and communications, gender equality in the profession, strategic issues and communication channels, competency development, salaries, and characteristics of excellent communication departments.
Highlight results include:
• Seven out of 10 professionals were satisfied with their organization’s communication and management during the COVID-19 pandemic, although the satisfaction level significantly decreased as the scope of the leadership responsibility decreases.
• Professionals in the U.S. were significantly more likely than their Canadian counterparts to report ethical challenges, and most ethical concerns are related to social media strategies.
• More than half of professionals confirmed their organization had been a victim of cyberattack or data theft.
• Nearly half (49.5%) of surveyed women acknowledged the impact of the glass ceiling in leadership advancement.
• While building and maintaining trust remains as the top strategic issue for the communication profession, tackling diversity, equity and inclusion (DEI) presents a pressing need.
• Professionals recognize the need to improve competencies, especially in data, technology, and management.
The study has been organized by The Plank Center for Leadership in Public Relations - see www.plankcenter.ua.edu for more details.
The Plank Center for Leadership in Public Relations conducted a cross-cultural leadership study of current issues facing public relations leaders.
Dr. Bruce Berger, who served as chief investigator for a team of 28 researchers, carried out the largest-ever global study of leadership in communication management.
Dr. Berger presented the results at the 2013 PRSA International Conference. The study revealed digital, gender, generational and skill shifts.
FoME Symposium 2015 | Workshop 8: Current Evaluation Practices and Perspectiv...FOME2015
This presentation was held at the FoME Symposium, Oct. 1-2, 2015 at DW Akademie Bonn. FoME stands for "Forum Medien und Entwicklung". It's the German Forum "Media and Development", a network of institutions and individuals active in the field of media development cooperation.
Find the Symposium’s documentation here: http://fome.info/2015
Similar to Leadership Survey 2012 - Results Germany Austria Switzerland (20)
Das Berufsfeld Kommunikationsmanagement und Public Relations hat sich in den letzten Jahrzehnten dynamisch entwickelt. Das hat zu einer intensiven Diskussion über neue Aufgaben, innovative Rollenmodelle und veränderte Kompetenzprofile geführt. Doch es ist wenig über die Talente bekannt, die erst seit wenigen Jahren im Berufsfeld tätig sind. Dabei sind sie es, die der Wandel in der Branche am stärksten betrifft. Sie sind es auch, die sich von bisherigen Erfolgsmustern lösen und auf neue Arbeitsweisen, Rollenerwartungen und Führungsmodelle einstellen müssen.
Viele von ihnen werden als „Macher von Morgen“ die Zukunft der Profession gestalten. Die Forschung zeigt allerdings, dass sie vergleichsweise oft mit mangelnden Entwicklungschancen, hoher Aufgabenlast, Konflikten zwischen Beruf und Familie sowie Problemen mit Kollegen und Vorgesetzten konfrontiert sind. Dabei blieben viele Fragen offen.
Die vorliegende Studie bringt Licht in diese Zusammenhänge. Sie ist als Kooperationsprojekt der Universität Leipzig mit der Initiative #30u30 und dem Branchenmagazin PR Report entstanden.
Die weltweit erste Studie über den Einsatz von Management-Tools in der strategischen Kommunikation, basierend auf einer Umfrage unter Kommunikationschefs und Kommunikationsmanagern mit Verantwortung für Strategie, Steuerung oder Controlling in führenden deutschen Unternehmen. Es werden die Top-12-Tools sowie die bekanntesten und am wenigsten bekannten Tools und die Zufriedenheit mit verschiedenen Verfahren identifiziert. Zudem beschreibt die Studie die Relevanz der Implementierung von Tools und Wissenslücken, ebenso wie Treiber, die den Einsatz von Management-Tools in der Kommunikation beeinflussen. Die von der Universität Leipzig und Lautenbach Sass durchgeführte Studie ergänzt die seit mehr als einem Jahrzehnt von Beratungsunternehmen wie Bain durchgeführten Erhebungen zu den bekanntesten Tools für die Unternehmensführung.
Kommunikationsmanagement-Tools sind Denkwerkzeuge, Methoden, Vorgehensweisen und Standardprozesse für die Analyse, Planung, Durchführung und Evaluation von Kommunikationsmaßnahmen und deren Steuerung in Organisationen. Sie werden nach einem einheitlichen Schema umgesetzt und können in verschiedensten Situationen eingesetzt werden. Diese Begrifflichkeit lehnt sich an das etablierte Verständnis von Tools im strategischen Management an. Managementinstrumente geben Orientierung und erleichtern die tägliche Arbeit, indem sie es den Praktikern ermöglichen, häufig auftretende Aufgaben einheitlich, routinemäßig und nachvollziehbar zu erfüllen.
In Unternehmensführung und Managementberatung sind solche Tools weit verbreitet. Doch wie sieht es in der Unternehmenskommunikation aus? Inwieweit nutzen Kommunikatoren Tools für Analyse, Planung, Umsetzung und Evaluation ihrer Kommunikation? Die Ergebnisse zeigen, dass beim Einsatz von Management-Tools in der Unternehmenskommunikation noch Aufholbedarf besteht. Neben klassischen, eher operativen PR-Tools sollten mehr etablierte Management-Tools adaptiert werden. Eine auf die eigenen Bedürfnisse zugeschnittene Toolbox ist essentiell für die Weiterentwicklung der Kommunikationsabteilung – und um beim Top-Management als Partner anerkannt zu werden.
Social-Media-Influencer sind Akteure im Social Web, die durch Contentproduktion, Contentdistribution und Interaktion mit ihren Followern eine relevante Anzahl an Beziehungen zu und Einfluss auf ihre Follower aufgebaut haben. Aufgrund dieser Eigenschaften und Kompetenzen werden Influencer immer häufiger gezielt in strategische Kommunikationsaktivitäten von Organisationen integriert. Die Studie "Management strategischer Influencer Kommunikation" gibt eine systematischen Überblick über unterschiedliche Wege in der Planung, Organisation, Personaleinsatz, Führung und Kontrolle strategischer Influencer Kommunikation. Die Studie wurde von Nadja Enke (M.A.) und Dr. Nils Borchers durchgeführt. Beide sind Mitarbeiter am Institut für Kommunikations- und Medienwissenschaft der Universität Leipzig und im Lehrbereich Communication Management tätig
Untersuchung von Universität Leipzig und F.A.Z.-Institut zum Status Quo und Verständnis von Integrierter Kommunikation in deutschen Unternehmen: Stellenwert und Rahmenbedingungen Integrierter Kommunikation, Integrationsverständnis, Voraussetzungen, Hindernisse, Top-Perfomer der Integrierten Kommunikation, Perspektiven für die Kommunikationspraxis. Methodik: Online-Befragung im November/Dezember 2016, Auswertung mit Methoden der deskriptiven und analytischen Statistik mit IBM SPSS. Unternehmen im Sample: 80,0% Großunternehmen (≥ 50 Mio. €, > 499 Mitarbeiter); 12,5% Mittelstand; 7,5% kleine Unternehmen. Bereinigte Stichprobe: 257 Entscheider aus Marketing(kommunikation) und Unternehmenskommunikation/PR mit Ø 14,5 Jahren
Berufserfahrung in der Kommunikation; Alter Ø 45 Jahre. Position der Studienteilnehmer: 79,0% Gesamtleiter Kommunikation/Marketing oder Abteilungs-/Teamleitung. Autoren des 36-seitigen Ergebnisberichts sind Prof. Dr. Ansgar Zerfaß und Dr. Nils S. Borchers, Lehrstuhl für Strategische Kommunikation, Universität Leipzig.
Die Studie zum Stellenwert und Einsatz von Unternehmenskommunikation im deutschen Mittelstand ist die bislang größte ihrer Art. Sie dokumentiert den fortschreitenden Professionalisierungsprozess der Kommunikationspraxis in mittelständischen Unternehmen in Deutschland Die befragten Unternehmen erkennen zunehmend die Bedeutung von Kommunikation für den Unternehmenserfolg. Dennoch ist Unternehmenskommunikation bei mehr als der Hälfte der Mittelständler noch nicht institutionalisiert, nur unzureichend mit Budgets ausgestattet und erfolgt überwiegend ohne Strategie, obwohl die Stichprobe der Studie eher Best Practices als den Durchschnitt im Mittelstand abbildet.
In dem Gemeinschaftsprojekt der Universität Leipzig und der Fink & Fuchs Public Relations AG (Wiesbaden) mit Unterstützung des Magazins pressesprecher aus dem Verlag Helios Media (Berlin) wurden Kommunikationsverantwortliche von 310 mittelständischen Unternehmen und eine Vergleichsgruppe aus 262 Großunternehmen befragt. Die Datenerhebung und Auswertung erfolgte im Rahmen eines Forschungstransferprojekts mit Masterstudentinnen der Universität Leipzig.
Die empirische Studie zum wenig beforschten Thema Mittelstandskommunikation illustriert den Status quo der Kommunikation in Unternehmen mit maximal 499 Mitarbeitern und einem Umsatz von bis zu 50 Mio. Euro. Zudem liefert die Untersuchung einen guten Vergleich zu Großunternehmen.
Der Ergebnisbericht (87 Seiten, PDF) ist hier vollständig frei zum Download verfügbar. Eine Übersicht von Publikationen zu der Studie in Fachzeitschriften und wissenschaftlichen Zeitschriften sowie weiteren Forschungsaktivitäten der Universität Leipzig finden sich auf der Website www.communicationmanagement.de unter dem Thema „Mittelstandskommunikation“.
Empirische Studie zum Qualitätsverständnis und zu Handlungsstrategien deutscher PR-Agenturen. Im Mittelpunkt des 40-seitigen Ergebnisberichts stehen Kundenorientierung, Projektmanagement, Einschätzungen der Zusammenarbeit mit Auftraggebern und Qualitätsmanagementsysteme. Für die Untersuchung haben die Autoren Ansgar Zerfaß und Susanne Thobe eine Grundgesamtheit von annähernd 2.300 PR-Agenturen in Deutschland identifiziert und befragt. Die Ergebnisse stützen sich auf die Aussagen von 229 Geschäftsführern, Vorständen und Inhabern in Agenturen aller Größenordnungen.
Für diese Studie wurden über 600 Entscheidungsträger im Top-Management deutscher Großunternehmen mit über 50 Millionen Euro Jahresumsatz über ihre Einstellungen und Erfahrungen zur strategischen Kommunikation im Zeitalter von globalen Medienmärkten, Internet und Social Web interviewt. Erstmals wird mit Hilfe statistischer Analysen offengelegt, welche Rolle öffentliche Kommunikation und Reputationsmanagement im Alltag von Vorständen und Geschäftsführern spielen. Das Projekt wurde gemeinsam vom Institut für Kommunikations- und Medienwissenschaft der Universität Leipzig mit dem Institut für Management der Humboldt-Universität zu Berlin und mit Unterstützung des F.A.Z.-Instituts und der Akademischen Gesellschaft für Unternehmensführung und Kommunikation durchgeführt. Der 46-seitige Ergebnisbericht zeigt, dass die Auswirkung auf die öffentliche Meinung bei unternehmerischen Entscheidungen heute stärker berücksichtigt als noch vor fünf Jahren. 66 Prozent der Befragten schreiben der Erhebung zufolge den klassischen Massenmedien einen sehr großen Einfluss auf die Unternehmensreputation zu. Aber nur 27 Prozent halten Facebook, Twitter und Co. für relevant. Ein Viertel der Top-Manager geht davon aus, dass die Unternehmenskommunikation bis 2015 deutlich an Gewicht gewinnen wird, weitere 43 Prozent prognostizieren einen leichten Machtzuwachs. Die Befragten beurteilen die aktuelle Performance ihrer Unternehmen bei der internen Kommunikation, Marketingkommunikation und Finanzkommunikation leicht positiv. Für die politische Kommunikation mit Regierung, Behörden und Parteien sowie die gesellschaftsorientierte Kommunikation mit Nichtregierungsorganisationen, Kritikern, Anrainern und ähnlichen Bezugsgruppen fällt das Urteil nur mittelmäßig aus. Die Studie zeigt, dass Vorstände und Geschäftsführer in deutschen Großunternehmen persönlich durchschnittlich 10 Prozent ihrer wöchentlichen Arbeitszeit für strategisch geplante Unternehmenskommunikation aufwenden. Dies ist offenkundig deshalb der Fall, weil der Kommunikationsleistung des Top-Managements durchweg eine sehr hohe Bedeutung für den Unternehmenserfolg zugeschrieben wird. Der 46-seitige Ergebnisbericht der Autioren Ansgar Zerfaß, Joachim Schwalbach und Muschda Sherzada steht zum Download zur Verfügung.
Soziale Medien haben die Kommunikation in vielen Organisationen grundlegend verändert. Sie ist schneller, interaktiver und vernetzter geworden. Während mit den neuen Möglichkeiten anfänglich oft nur experimentiert wurde, werden nun umfassende Strategien entwickelt. Auch steigen die Investitionen in den Aufbau von Kompetenzen und nachhaltigen Strukturen. Doch wie wird sich dieser Prozess in Zukunft entwickeln? Dieser Forschungsfrage geht die Studie Social Media Delphi 2012 nach. Sie kombiniert eine Befragung von 860 Kommunikationsmanagern in Unternehmen,
Institutionen und Non-Profit-Oganisationen mit einer zweistufigen Delphi-Befragung von 32 Experten aus Wirtschaft und Wissenschaft. Darauf aufbauend liefert der Bericht Zukunftsprognosen sowie Handlungsempfehlungen für die Praxis. Das Gemeinschaftsprojekt der Universität Leipzig mit Fink & Fuchs Public Relations (Wiesbaden) und dem Magazin „pressesprecher“ (Berlin) schließt an frühere Untersuchungen an und zeigt Entwicklungsperspektiven im Zeitverlauf auf.
Der Berichtsband kann unter www.socialmediadelphi.de als PDF oder Druckexemplar kostenlos angefordert werden.
Ergebnisbericht der wissenschaftlichen Studie „Social Media Governance 2011 – Kompetenzen, Strukturen und Strategien von Unternehmen, Behörden und Non-Profit-Organisationen für die Online-Kommunikation im Social Web“. Befragt wurden 596 Kommunikationsverantwortliche im deutschsprachigen Raum.
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4. Cross-Cultural Study of
Leadership in Public Relations and Communication Management
Key facts
Survey among communication professionals and PR managers in corporations, nonprofit organizations
(including governmental, political, educational) and agencies
The study is part of a global research project with quantitative and qualitative methods in 8 cultural regions
and 23 countries: Anglo Countries (United States, United Kingdom), Germanic Europe (Germany, Austria,
Switzerland), Eastern Europe (Russia, Estonia, Latvia), Latin Europe (Spain), Latin America (Brazil, Chile, Mexico),
Confucian Asia (China, Hong Kong, Taiwan, South Korea, Singapore), Southern Asia (India), and Middle East
(United Arab Emirates, Qatar, Lebanon, Jordan, Egypt)
This report includes quantitative results from Germany, Austria and Switzerland (DACH region) and is based
on a sample of 1,766 completed questionnaires
Partners and sponsors: Plank Center for Leadership in Public Relations at the University of Alabama, AL;
Heyman Associates, New York, NY; IBM, Armonk, NY; Academic Society for Corporate Management and
Communication, Germany. Distribution partner: Convento, Neuss, Germany.
Focus and research questions
Important issues for leaders in public relations and communication management
Conditions for leadership, leadership abilities and qualities
Strategies and actions implemented by leaders to deal with important issues
Development of future leaders
Personal beliefs and perceptions about leadership 4
4
5. Background and rationale
Our world is characterized by rapid and dynamic changes, including globalization, the rise of powerful social
media, newly empowered stakeholders and groups, a 24/7 news cycle and diverse economic, political and
social challenges. In such a dynamic environment, organizations need professional communication leaders
who provide a vision, build and manage professional work teams, foster employees’ commitment, and
contribute to aligning communication to organizational goals.
The Cross-cultural Study of Leadership in Public Relations and Communication Management explores major
challenges that leaders in this field face, strategies implemented to deal with these issues, prerequisites and
characteristics of excellent communication leaders, as well as leaders’ and followers’ personal beliefs and
perceptions about leadership in public relations and communication management.
The terms communication management and public relations mean the same thing in this study. The term
leader is used to refer to an individual who is responsible for organizing and leading a communication group,
unit or entire function to help an organization achieve its objectives.
The findings will help build leadership theory in public relations and communication management, bear
implications for communication practice, and help inform the education and development of future leaders
in the field. Thus, the overall project and the quantitative results for Germany, Austria and Switzerland
presented in this report expand our understanding of communication leadership globally – to truly break
ground in this important area.
5
5
7. Methodology
Method and sampling
Online survey from November 28, 2011 – January 3, 2012 (5 weeks)
Questionnaire in German language with 6 sections, based on theory building and previous
empirical research in the United States
Pre-test with 12 communication practitioners
Personal invitation to 21,400 professionals based in Austria, Germany and Switzerland via e-mail,
based on a database provided by Convento, a leading provider of management software
for corporate and financial communications in German speaking countries
Evaluation is based on 1,766 fully completed questionnaires
Statistical analysis
Methods of empirical research, descriptive and analytical analysis (using SPSS)
Results have been statistically agreed by Pearson's chi-square tests (x²) and are classified as
significant (p ≤ 0.05) where appropriate
In this report, significant correlations are marked in the footnotes
7
7
8. Demographic background of participants
Age
222
Less than 36 years 19.4% 142
36 – 45 years 37.3%
46 – 55 years 32.8%
More than 55 years 10.4%
1,402
Gender
Germany
Male 52.8% Austria
Switzerland
Female 47.2%
8
Leadership Survey 2012 / n = 1,766 PR professionals from Germany, Austria and Switzerland 8
9. Educational background of participants
Highest level of education
Doctoral degree 11.3%
Master's degree (or Magister, Diploma / University) 65.4%
Bachelor's degree (or Diploma / FH) 11.4%
High school degree or equivalent (Abitur, Matura) 8.2%
Other 3.7%
Major area of study
Humanities (history, linguistics, literature, philosophy, speech, etc.) 25.5%
Communication and media studies, journalism 18.9%
Public relations, communication management, strategic communication 8.0%
Social sciences (anthropology, political studies, psychology) 11.0%
Business administration, general business, management, advertising or marketing 20.8%
Mathematics or natural sciences (biology, chemistry, physics, etc.), computer science 5.3%
Other 10.4%
9
Leadership Survey 2012 / n = 1,766 PR professionals from Germany, Austria and Switzerland 9
10. Organizational background of participants
Type of organization
Publicly held corporation (stock ownership) 19.1%
Private or state-owned company 34.0%
Nonprofit organization, governmental, educational or political organization 23.4%
Communication or public relations agency 20.0%
Self-employed 6.5%
Position Size of communication unit
Top leader in public relations 48.4%
More than 25 professionals 12.3%
1 level below highest ranked
39.2%
communication leader 16 - 25 professionals 8.3%
2 levels below highest ranked
9.5%
communication leader 5 - 15 professionals 40.2%
3 or more levels below highest ranked
2.9% Fewer than 5 professionals 39.2%
communication leader
10
Leadership Survey 2012 / n = 1,766 PR professionals from Germany, Austria and Switzerland. Type of organization: n = 1,822, because multiple answers were allowed.
Throughout the survey, data from different respondents has only been used for evaluation and interpretation when appropriate, i.e. responses from agencies are not
taken into account for leadership processes in communication departments , self-employed respondents are only relevant for identifying general issues etc. 10
11. Important issues for leaders in public
relations and communication management
11
11
12. Dealing with the speed and volume of information flow is considered
the most important issue by more than one fourth of the PR professionals
Dealing with the speed and volume of information flow 27.6%
Managing the digital revolution and rise of social media 19.0%
Dealing with growing demands for transparency of communications and operations 10.7%
Improving the measurement of communication effectiveness to demonstrate value 8.8%
Being prepared to deal effectively with crises that may arise 8.3%
Meeting increasing demands for corporate social responsibility 7.8%
Improving employee engagement and commitment in the workplace 6.6%
Finding, developing and retaining highly talented communication professionals 5.4%
Meeting communication needs in diverse cultures and globalizing markets 4.9%
Improving the image of the public relations/communication management profession 1.0%
12
Leadership Survey 2012 / n = 1,766 PR professionals from Germany, Austria and Switzerland / Q: Please indicate which one of these 10 issues, in your opinion,
is the most important issue for your communication leader (or you, if you are the leader). 12
13. Most important issues differ around the world: Transparency and CSR are more
relevant in the DACH region, crises and measurement prevalent in the USA
27.6%
Dealing with the speed and volume of information flow
24.7%
19.0%
Managing the digital revolution and rise of social media
14.9%
10.7%
Dealing with growing demands for transparency of communications and operations
4.9%
8.8%
Improving the measurement of communication effectiveness to demonstrate value
13.6%
8.3%
Being prepared to deal effectively with crises that may arise
16.6%
7.8%
Meeting increasing demands for corporate social responsibility DACH
2.0%
6.6% USA
Improving employee engagement and commitment in the workplace
8.1%
5.4%
Finding, developing and retaining highly talented communication professionals
6.5%
4.9%
Meeting communication needs in diverse cultures and globalizing markets
7.5%
1.0%
Improving the image of the public relations/communication management profession
1.4%
13
Leadership Survey 2012 / n = 1,766 PR professionals from Austria, Germany and Switzerland; n = 803 PR professionals from the US / Q: Please indicate which one of these
10 issues, in your opinion, is the most important issue for your communication leader (or you, if you are the leader). Significant differences between the countries (p ≤ 0,05). 13
14. Overall importance of issues for leaders in PR and communication
management in Germany, Austria and Switzerland
Managing the digital revolution and rise of social media 83.7%
Dealing with the speed and volume of information flow 82.7%
Improving employee engagement and commitment in the workplace 71.9%
Being prepared to deal effectively with crises that may arise 70.2%
Dealing with growing demands for transparency of communications and
69.3%
operations
Meeting increasing demands for corporate social responsibility 68.2%
Improving the measurement of communication effectiveness to demonstrate
68.2%
value
Finding, developing and retaining highly talented communication professionals 57.3%
Meeting communication needs in diverse cultures and globalizing markets 45.8%
Improving the image of the public relations/communication management
32.8%
profession
14
Leadership Survey 2012 / n = 1,766 PR professionals / Q: Please indicate to what extent you agree that each of the following issues is important to your communication
leader (or you, if you are the leader) in your organization today. Scale: 1 (A little bit) – 7 (A great deal). Bars indicate the percentage of respondents who have marked scale
points 5 – 7, i.e. who clearly stated that the issue is important. 14
15. Leaders in the DACH region and the United States judge the overall
importance of strategic issues differently
Germany Austria Switzerland USA
Dealing with the speed and volume of information flow 82.7% 81.1% 84.5% 91.0%
Meeting increasing demands for corporate social responsibility 67.5% 74.8% 64.8% 62.8%
Managing the digital revolution and rise of social media 83.7% 84.7% 82.4% 88.2%
Improving the measurement of communication effectiveness
68.0% 71.6% 64.1% 82.3%
to demonstrate value
Being prepared to deal effectively with crises that may arise 68.6% 76.1% 76.8% 91.4%
Dealing with growing demands for transparency of
68.8% 71.6% 70.4% 74.2%
communications and operations
Meeting communication needs in diverse cultures and
45.0% 48.6% 48.6% 69.0%
globalizing markets
Improving the image of the public relations/communication
32.0% 42.8% 24.6% 46.6%
management profession
Finding, developing and retaining highly talented
57.4% 58.6% 54.2% 78.2%
communication professionals
Improving employee engagement and commitment in the
71.8% 76.6% 64.8% 78.2%
workplace
15
Leadership Survey 2012 / PR Professionals / n = 1,402 (Germany), 222 (Austria), 142 (Switzerland), 804 (United States) / Q: Please indicate to what extent you agree
that each of the following issues is important to your communication leader (or you, if you are the leader) in your organization today. Scale: 1 (A little bit) – 7 (A great
deal). Values indicate the percentage of respondents who have marked scale points 5 – 7, i.e. who clearly stated that the issue is important. Significant differences 15
between the countries (p ≤ 0,05).
16. Overall importance of issues in different types of organizations
Publicly held Nonprofit, governmental, Communication
Private or state-
corporation educational or political or public relations
owned company
(stock ownership) organization agency
Dealing with the speed and volume of information
81.1% 81.7% 84.1% 82.2%
flow
Meeting increasing demands for corporate social
70.1% 66.6% 65.2% 68.6%
responsibility
Managing the digital revolution and rise of social
79.0% 84.0% 81.2% 88.7%
media
Improving the measurement of communication
effectiveness to demonstrate value 68.0% 66.4% 62.6% 74.9%
Being prepared to deal effectively with crises that
75.1% 70.7% 64.3% 68.6%
may arise
Dealing with growing demands for transparency of
communications and operations 71.0% 67.2% 68.4% 69.8%
Meeting communication needs in diverse cultures 57.1% 45.1% 29.7% 51.7%
and globalizing markets
Improving the image of the public
relations/communication management profession 32.0% 29.3% 28.5% 37.9%
Finding, developing and retaining highly talented 55.9% 51.1% 45.2% 78.0%
communication professionals
Improving employee engagement and 71.9% 69.7% 65.9% 78.8%
commitment in the workplace
16
Leadership Survey 2012 / PR professionals / n = 338 (public corporation), 601 (private corporation), 414 (nonprofit, governmental etc.), 354 (agencies) / Q: Please indicate
to what extent you agree that each of the following issues is important to your communication leader (or you, if you are the leader) in your organization today. Scale: 1
(A little bit) – 7 (A great deal). Values indicate the percentage of respondents who have marked scale points 5 – 7, i.e. who clearly stated that the issue is important. No 16
calculation of significances because respondents were allowed to assign themselves to multiple types of organizations.
17. Top-level communication leaders focus on information speed, social media
and employee engagement
1 level below 2 levels below 3 or more levels
Top leader
top leader top leader below top leader
Dealing with the speed and volume of information flow 87.5% 79.1% 74.8% 74.0%
Meeting increasing demands for corporate social responsibility 69.3% 64.4% 72.4% 60.0%
Managing the digital revolution and rise of social media 85.2% 81.8% 82.2% 82.0%
Improving the measurement of communication effectiveness to
68.6% 66.8% 70.6% 52.0%
demonstrate value
Being prepared to deal effectively with crises that may arise 71.5% 68.3% 66.9% 70.0%
Dealing with growing demands for transparency of
70.9% 67.4% 71.8% 50.0%
communications and operations
Meeting communication needs in diverse cultures and globalizing
44.7% 43.2% 50.9% 52.0%
markets
Improving the image of the public relations/communication
32.6% 28.3% 39.9% 32.0%
management profession
Finding, developing and retaining highly talented communication
57.8% 55.0% 57.7% 50.0%
professionals
Improving employee engagement and commitment in the
75.0% 69.6% 69.3% 52.0%
workplace
17
Leadership Survey 2012 / PR professionals working in organizations or agencies / n = 855 (top leader), 691 (1 level below), 168 (2 levels below), 51 (3 levels below) /
Q: Please indicate to what extent you agree that each of the following issues is important to your communication leader (or you, if you are the leader) in your
organization today. Scale: 1 (A little bit) – 7 (A great deal). Values indicate the percentage of respondents who have marked scale points 5 – 7, i.e. who clearly stated
17
that the issue is important. Significant differences between the groups regarding items 3, 4 and 10 (p ≤ 0,05).
19. Participating in organizational decision making is the most important
precondition for PR leaders to deal successfully with major challenges
Participating in your organization's strategic decision-making regarding the issue 94.2%
Possessing communication knowledge to develop appropriate strategies, plans and messages 91.2%
Providing a compelling vision for how communication can help the organization 89.2%
Having the ability to build and manage professional work teams to address the issue 86.4%
Having the ability to develop coalitions in and outside the organization to deal with the issue 80.0%
Working in an organization that supports two-way communication and shared power 75.8%
Possessing a strong ethical orientation and set of values to guide actions 69.4%
Organizational conditions Management skills
Communication skills Ethical orientation
19
Leadership Survey 2012 / n = 1,766 PR professionals / Q: For this most important issue you just selected, please indicate to what extent you agree that each of the
seven following conditions or leadership personal abilities or qualities is important in helping your communication leader deal successfully with this specific issue.
Scale: 1 (A little bit) – 7 (A great deal). Bars indicate the percentage of respondents who have marked scale points 5 – 7, i.e. who clearly stated that the condition
19
or ability is important.
20. A strong ethical orientation is especially important to deal with
CSR issues and demands for transparency
Important issues
6.5
Dealing with the speed and volume
of information flow
6.0 Meeting increasing demands for
corporate social responsibility
Managing the digital revolution and
5.5 rise of social media
Improving the measurement of
communication effectiveness to
5.0
demonstrate value
Dealing with growing demands for
transparency of communications
4.5 and operations
Possessing Participating in Possessing a Having the ability Providing a Having the ability Working in an
communication your strong ethical to build and compelling vision to develop organization that Meeting communication needs in
knowledge to organization's orientation and manage for how coalitions in and supports two- diverse cultures and globalizing
develop strategic set of values to professional work communication outside the way markets
appropriate decision-making guide actions teams to address can help the organization to communication
strategies, plans regarding the the issue organization deal with the and shared
and messages issue issue power
Supportive conditions or abilities
20
Leadership Survey 2012 / n = 1,766 PR professionals / Q: For this most important issue you just selected, please indicate to what extent you agree that each of the
seven following conditions or leadership personal abilities or qualities is important in helping your communication leader deal successfully with this specific issue.
Scale: 1 (A little bit) – 7 (A great deal); mean values. 20
22. Communication departments rely on advanced skills, processes and
technologies to handle the rising flow of information
Strategies or actions implemented to deal with the speed and volume of information flow
Developing new skills and/or improving work processes in your unit 78.3%
Assigning additional work and responsibilities to existing employees in the unit 68.8%
Using new technologies to collect, analyze and distribute news and information faster 68.2%
Increasing the use of external consultants or agencies 31.3%
Hiring additional permanent or part-time employees 18.2%
22
Leadership Survey 2012 / n = 368 PR professionals working in communication departments / Q: Continuing with this most important issue you just selected, please
indicate to what extent your communication team or unit is implementing each of the five strategies or actions listed below to help your organization deal with this most
important issue. Scale: 1 (A little bit) – 7 (A great deal). Bars indicate the percentage of respondents who have marked scale points 5 – 7, i.e. who clearly stated that their
22
team implements the strategy.
23. The challenge of social media has stimulated new communication strategies and
training programs, but most organizations have no indicators to measure success
Strategies or actions implemented to manage the digital revolution and rise of social media
Revising communication strategies to incorporate greater use of social media 81.2%
Training team members and/or other employees in social media use and strategies 70.3%
Hiring employees with specialized digital media skills 59.0%
Monitoring stakeholder communications on the social web 55.5%
Creating key performance indicators for measuring social media activities 39.7%
23
Leadership Survey 2012 / n = 229 PR professionals working in communication departments / Q: Continuing with this most important issue you just selected, please
indicate to what extent your communication team or unit is implementing each of the five strategies or actions listed below to help your organization deal with this most
important issue. Scale: 1 (A little bit) – 7 (A great deal). Bars indicate the percentage of respondents who have marked scale points 5 – 7, i.e. who clearly stated that their
23
team implements the strategy.
24. While transparency is a big issue, every third communication department does
not communicate directly with stakeholders or monitor their concerns
Strategies or actions implemented to deal with the growing demands for transparency of communications and operations
Implementing an overall strategy to increase transparency throughout the organization 78.8%
Providing more opportunities for two-way communication between employees and leaders 76.9%
Posting more company information on the Internet and/or Intranet 76.9%
Communicating directly with external groups to address transparency issues 66.7%
Monitoring stakeholder communications to identify transparency concerns 55.1%
24
Leadership Survey 2012 / n = 156 PR professionals working in communication departments / Q: Continuing with this most important issue you just selected, please
indicate to what extent your communication team or unit is implementing each of the five strategies or actions listed below to help your organization deal with this most
important issue. Scale: 1 (A little bit) – 7 (A great deal). Bars indicate the percentage of respondents who have marked scale points 5 – 7, i.e. who clearly stated that their
24
team implements the strategy.
25. Most communication teams rely on media coverage when trying to demonstrate
the value of communications; only every second uses business metrics
Strategies or actions implemented to improve the measurement of communication effectiveness to demonstrate value
Monitoring and analyzing media coverage of the organization and its competitors or clients 80.5%
Focusing more on nonfinancial performance indicators than financial measures 54.2%
Using business outcome metrics to measure effectiveness at the performance level 49.2%
Hiring external experts to provide measurement skills and develop metrics 36.4%
Attending workshops on measurement to learn and adopt best practices 30.5%
25
Leadership Survey 2012 / n = 118 PR professionals working in communication departments / Q: Continuing with this most important issue you just selected, please
indicate to what extent your communication team or unit is implementing each of the five strategies or actions listed below to help your organization deal with this most
important issue. Scale: 1 (A little bit) – 7 (A great deal). Bars indicate the percentage of respondents who have marked scale points 5 – 7, i.e. who clearly stated that their
25
team implements the strategy.
26. Organizational leaders are a key target group for communication teams
dealing with the demand for corporate social responsibility
Strategies or actions implemented to meet increasing demands for corporate social responsibility
Convincing organizational leaders of the importance of CSR 75.7%
Generating public attention for the organization's CSR activities 68.9%
Interacting directly with publics or groups who make demands for CSR activities 66.0%
Showcasing CSR achievements and employee accomplishments 63.1%
Involving more employees in community projects and activities 45.6%
26
Leadership Survey 2012 / n = 103 PR professionals working in communication departments / Q: Continuing with this most important issue you just selected, please
indicate to what extent your communication team or unit is implementing each of the five strategies or actions listed below to help your organization deal with this most
important issue. Scale: 1 (A little bit) – 7 (A great deal). Bars indicate the percentage of respondents who have marked scale points 5 – 7, i.e. who clearly stated that their
26
team implements the strategy.
27. Communication departments favor a combination of centralized and
decentralized strategies in international communication
Strategies or actions implemented to meet communication needs in diverse cultures and globalizing markets
Implementing a global communication strategy for the organization 87.3%
Using national experts to guide communication programs in each country of operation 74.6%
Monitoring and analyzing media coverage and developments in global markets 69.8%
Hiring more employees with international experience or language abilities 61.9%
Providing cultural training programs for employees 36.5%
27
Leadership Survey 2012 / n = 63 PR professionals working in communication departments / Q: Continuing with this most important issue you just selected, please
indicate to what extent your communication team or unit is implementing each of the five strategies or actions listed below to help your organization deal with this most
important issue. Scale: 1 (A little bit) – 7 (A great deal). Bars indicate the percentage of respondents who have marked scale points 5 – 7, i.e. who clearly stated that their 27
team implements the strategy.
29. Strengthening conflict management, change management and listening skills
are most important when developing future communication leaders
Enhance conflict management skills 78.5%
Strengthen change management skills and capabilities 76.1%
Improve the listening skills of professionals 74.1%
Enhance professional skills in coping with work-related stress 69.8%
Develop better measures to document the value and contributions of public relations 65.8%
Strengthen the business/economic component of communication education programs 65.2%
Develop training to enhance the emotional intelligence of PR professionals 57.9%
Increase cultural understanding and sensitivity 56.5%
Impose tough penalties on ethical violators 32.6%
Develop a core global education curriculum 31.9%
Urge professional associations to work together to develop leaders 30.9%
Require professional accreditation or licensing 29.6%
29
Leadership Survey 2012 / n = 1,766 PR professionals / Q: Please indicate to what extent you agree with the relative importance of each action below that might be
taken to improve the development of future leaders in the field and enhance the communication profession. Scale: 1 (A little bit) – 7 (A great deal). Bars indicate the
percentage of respondents who have marked scale points 5 – 7, i.e. who clearly stated that the action is important. 29
30. Several approaches to develop future communication leaders are valued
differently in German speaking countries and the USA
Germany Austria Switzerland USA
Increase cultural understanding and sensitivity 56.5% 54.5% 59.2% 73.6%
Improve the listening skills of professionals 73.1% 80.2% 73.9% 82.1%
Develop training to enhance the emotional intelligence of PR
57.1% 65.3% 54.2% 63.4%
professionals
Urge professional associations to work together to develop leaders 29.5% 41.9% 26.8% 47.3%
Strengthen the business/economic component of communication
64.2% 70.7% 66.2% 77.6%
education programs
Enhance conflict management skills 77.3% 89.2% 73.9% 75.5%
Develop better measures to document the value and contributions of
65.5% 70.3% 62.0% 79.7%
public relations
Require professional accreditation or licensing 28.6% 39.6% 23.2% 21.6%
Impose tough penalties on ethical violators 30.8% 48.2% 26.1% 59.3%
Develop a core global education curriculum 31.8% 38.3% 23.2% 41.2%
Enhance professional skills in coping with work-related stress 71.5% 68.0% 55.6% 51.5%
Strengthen change management skills and capabilities 76.2% 76.6% 74.6% 83.1%
30
Leadership Survey 2012 / PR Professionals / n = 1,402 (Germany), 222 (Austria), 142 (Switzerland), 804 (United States) / Q : Please indicate to what extent you agree with
the relative importance of each action below that might be taken to improve the development of future leaders in the field and enhance the communication profession.
Scale: 1 (A little bit) – 7 (A great deal). Values indicate the percentage of respondents who have marked scale points 5 – 7, i.e. who clearly stated that the action is
30
important. Significant differences between the countries (p ≤ 0,05).
31. The support for different leadership development actions varies between
various age groups of communication professionals
< 36 years 36 - 45 years 46 - 55 years > 55 years
Increase cultural understanding and sensitivity 51.3% 52.2% 60.3% 69.0%
Improve the listening skills of professionals 68.2% 72.5% 76.6% 82.6%
Develop training to enhance the emotional intelligence of PR
57.1% 53.7% 60.2% 66.8%
professionals
Urge professional associations to work together to develop leaders 35.6% 28.2% 28.8% 38.0%
Strengthen the business/economic component of communication
74.3% 65.9% 59.7% 63.0%
education programs
Enhance conflict management skills 77.0% 75.6% 80.0% 87.5%
Develop better measures to document the value and contributions of
71.4% 66.8% 62.9% 60.9%
public relations
Require professional accreditation or licensing 34.4% 28.7% 26.0% 34.8%
Impose tough penalties on ethical violators 30.0% 31.7% 33.4% 38.0%
Develop a core global education curriculum 37.0% 32.6% 28.3% 31.5%
Enhance professional skills in coping with work-related stress 72.3% 69.3% 67.9% 72.8%
Strengthen change management skills and capabilities 72.9% 76.2% 76.4% 81.0%
31
Leadership Survey 2012 / PR professionals / n = 343 (< 36 years), 659 (36 - 45 years), 580 (46 - 55 years), 184 (> 56 years) / Q: Please indicate to what extent you agree
with the relative importance of each action below that might be taken to improve the development of future leaders in the field and enhance the communication
profession. Scale: 1 (A little bit) – 7 (A great deal). Values indicate the percentage of respondents who have marked scale points 5 – 7, i.e. who clearly stated that the 31
action is important. Significant differences between the groups regarding items 1, 2, 4, 5, 6 and 8 (p ≤ 0,05).
32. Important actions to improve the development of future communication
leaders as perceived by top leaders and team members
Top leader Follower
Increase cultural understanding and sensitivity 56.7% 55.7%
Improve the listening skills of professionals 74.8% 72.1%
Develop training to enhance the emotional intelligence of PR professionals 58.2% 56.2%
Urge professional associations to work together to develop leaders 29.8% 30.8%
Strengthen the business/economic component of communication education programs 67.4% 63.2%
Enhance conflict management skills 80.0% 76.8%
Develop better measures to document the value and contributions of public relations 64.7% 67.0%
Require professional accreditation or licensing 27.5% 30.8%
Impose tough penalties on ethical violators 31.0% 33.6%
Develop a core global education curriculum 28.5% 34.2%
Enhance professional skills in coping with work-related stress 70.0% 69.7%
Strengthen change management skills and capabilities 78.6% 74.5%
32
Leadership Survey 2012 / PR professionals working in organisations or agencies/ n = 771 (top leaders), 884 (followers) / Q: Please indicate to what extent you agree
with the relative importance of each action below that might be taken to improve the development of future leaders in the field and enhance the communication
profession. Scale: 1 (A little bit) – 7 (A great deal). Percentage values indicate scale points 5 – 7. Significant differences regarding item 10 (p ≤ 0,05). Top leader: 0 levels
32
between own position and the highest ranked communication leader in the organization; Followers: 1 or more levels between own position and the highest ranked.
33. Perceptions on leadership development in communications are quite similar
in different types of organizations
Publicly held Nonprofit, governmental, Communication
Private or state-
corporation educational or political or public relations
owned company
(stock ownership) organization agency
Increase cultural understanding and sensitivity 64.8% 54.6% 49.3% 59.3%
Improve the listening skills of professionals 72.8% 72.2% 76.3% 73.7%
Develop training to enhance the emotional
53.8% 57.2% 57.5% 59.9%
intelligence of PR professionals
Urge professional associations to work together to
25.1% 31.4% 34.1% 28.5%
develop leaders
Strengthen the business/economic component of
69.2% 66.4% 57.0% 68.6%
communication education programs
Enhance conflict management
75.1% 78.0% 79.0% 80.2%
skills
Develop better measures to document the value
70.1% 66.1% 61.4% 68.4%
and contributions of public relations
Require professional accreditation or licensing 30.5% 28.6% 26.6% 33.3%
Impose tough penalties on ethical violators 33.7% 30.9% 31.2% 34.7%
Develop a core global education curriculum 32.0% 32.4% 26.3% 35.0%
Enhance professional skills in coping with work-
67.5% 68.9% 74.4% 69.5%
related stress
Strengthen change management skills and
83.4% 77.5% 72.9% 72.3%
capabilities
33
Leadership Survey 2012 / PR professionals / n = 338 (public corporation), 601 (private corporation), 414 (nonprofit, governmental etc.), 354 (agencies) / Q: Please indicate
to what extent you agree with the relative importance of each action below that might be taken to improve the development of future leaders in the field and enhance
the communication profession. Scale: 1 (A little bit) – 7 (A great deal). Values indicate the percentage of respondents who have marked scale points 5 – 7, i.e. who clearly
33
stated that the action is important. No calculation of significances because respondents were allowed to assign themselves to multiple kinds of organizations.
34. Further important actions mentioned by respondents to improve the
development of future communication leaders
Think and talk
business Slow down processes
language in order to gain higher
levels of maturity
Improve consulting skills
Courage and ability
of communication
to prioritize and,
professionals; enable
if necessary,
them to pass knowledge
eliminate projects
on to clients
Development of
Training time quality standards for
management and education programs
improving work-
life-balance
34
Leadership Survey 2012 / n = 1,656 PR professionals / Q: Please indicate to what extent you agree with the relative importance of each action below that might be taken
to improve the development of future leaders in the field and enhance the communication profession. Scale: 1 (A little bit) – 7 (A great deal). Open question, qualitative
34
evaluation; figure shows examples of statements for most relevant topic areas.
36. Self perception as a leader: Eight out of ten practitioners surveyed
consider themselves to be a communication leader
I consider myself to be a leader in communication management 82.1%
I don't want to be a leader in communication management 5.0%
I learn more about excellent leadership from role models and/or mentors
on the job than from university education or management development 65.4%
programs
36
Leadership Survey 2012 / n = 1,656 PR professionals working in organizations or agencies / Q: In this section, please indicate the extent to which you agree with
the following statements. Scale: 1 (Strongly disagree) – 7 (Strongly agree). Bars indicate the percentage of respondents who have marked scale points 5 – 7, i.e.
who agree with the statement. 36
37. Gender and leadership: 94 per cent state that men and women can be
excellent communication leaders
Males or females can be equally capable leaders in public relations 94.1%
I prefer to work for a male leader on the job 13.0%
Females have better interpersonal communication skills than males 40.7%
37
Leadership Survey 2012 / n = 1,656 PR professionals working in organizations or agencies / Q: In this section, please indicate the extent to which you agree with
the following statements. Scale: 1 (Strongly disagree) – 7 (Strongly agree). Bars indicate the percentage of respondents who have marked scale points 5 – 7, i.e.
who agree with the statement. 37
38. Organizational conditions: While 8 out of 10 agree that their CEO values PR,
only 56 per cent rate their top communication professional as an excellent leader
The highest ranking communication professional in my organization is
56.1%
an excellent leader
My organization encourages and practices two-way communication
57.1%
among members
The CEO or top executive in my organization does not understand the
20.2%
value of public relations
38
Leadership Survey 2012 / n = 1,656 PR professionals working in organizations or agencies / Q: In this section, please indicate the extent to which you agree with
the following statements. Scale: 1 (Strongly disagree) – 7 (Strongly agree). Bars indicate the percentage of respondents who have marked scale points 5 – 7, i.e.
who agree with the statement. 38
39. Professional impacts: Only two out of ten practitioners consider leadership
skills more important than communication skills in leading a PR department
Leadership in communication management is different from leadership
37.6%
in other fields
Leadership skills are more important than communication skills in
21.4%
leading a public relations unit or department
I am optimistic about the future of the public relations profession in my
65.6%
country
39
Leadership Survey 2012 / n = 1,656 PR professionals working in organizations or agencies / Q: In this section, please indicate the extent to which you agree with
the following statements. Scale: 1 (Strongly disagree) – 7 (Strongly agree). Bars indicate the percentage of respondents who have marked scale points 5 – 7, i.e.
who agree with the statement. 39
40. Self perception as a leader influences how communication professionals view
various leadership issues – leaders don’t think leadership in PR is very specific
I learn more about excellent leadership from role models and/or
mentors on the job than from university education or management
development programs
Males or females can be equally capable leaders in public relations
Females have better interpersonal communication skills than males
Leadership in communication management is different from
leadership in other fields
Leadership skills are more important than communication skills in
leading a public relations unit or department
Strongly disagree Strongly agree
Professionals who perceive themselves as a leader Professionals who don't perceive themselves as a leader
40
Leadership Survey 2012 / n = 1,656 PR professionals working in organizations or agencies / Q: In this section, please indicate the extent to which you agree with the
following statements. Scale:1 (Strongly disagree) – 7 (Strongly agree). Graphs indicate mean values. Professionals who perceive themselves as a leader: agreement
(scale points 5 – 7) to the statement “I consider myself to be a leader in communication management”; professionals who don’t perceive themselves to be a leader:
40
disagreement (scale points 1 – 3). Significant differences between the groups for items 1 and 4 (p ≤ 0,05).
41. Excellent top communication managers act as role models for leadership
in their organizations
Professionals who consider Professionals who don't
the top communication consider the top communication
professional in their professional in their
organization to be excellent organization to be excellent
I learn more about excellent leadership from role models and/or
mentors on the job than from university education or management 70.5% 58.6%
development programs
Leadership in communication management is different from
39.4% 35.3%
leadership in other fields
Leadership skills are more important than communication skills in
22.0% 21.2%
leading a public relations unit or department
Leadership Survey 2012 / PR professionals working in organizations or agencies / n = 929 (consider excellent), 425 (don’t consider excellent) / Q: In this section, please 41
indicate the extent to which you agree with the following statements. Scale: 1 (Strongly disagree) – 7 (Strongly agree). Percentage values indicate scale points 5 – 7.
Professionals who consider the highest ranking communication professional in their organization to be an excellent leader: agreement (scale points 5 – 7) to the statement
“The highest ranking communication professional in my organization is an excellent leader”; professionals who don’t consider the highest ranking communication 41
professional in their organization to be an excellent leader: disagreement (scale points 1 – 3). Significant differences between the groups regarding item 1 (p ≤ 0,05).
42. Leadership in PR related to country,
organization, gender, hierarchy and age
42
42
43. Leadership perceptions in different countries
I consider myself to be a leader in communication management
I don't want to be a leader in communication management
I learn more about excellent leadership from role models and/or mentors on
the job than from university education or management development programs
Males or females can be equally capable leaders in public relations
I prefer to work for a male leader on the job
Females have better interpersonal communication skills than males
The highest ranking communication professional in my organization is
an excellent leader
My organization encourages and practices two-way communication
among members
The CEO or top executive in my organization does not understand the
value in public relations
Leadership in communication management is different from leadership in
other fields
Leadership skills are more important than communication skills in leading
a public relations unit or department
I am optimistic about the future of the public relations profession
in my country
Strongly disagree Strongly agree
Germany Austria Switzerland USA
43
Leadership Survey 2012 / PR professionals working in organizations or agencies / n = 1,317 (Germany), 203 (Austria), 136 (Switzerland), 725 (USA) / Q: In this section,
please indicate the extent to which you agree with the following statements. Scale: 1 (Strongly disagree) – 7 (Strongly agree). Graphs indicate mean values. Significant
43
differences between the countries regarding the items 1, 3, 4, 5, 6, 7, 9, 11 and 12 (p ≤ 0,05).
44. An index-based comparison of leadership in communication management
in different countries
5.61 Germany
5.53 5.53
5.44 5.42
5.37 Austria
5.19 5.19
Switzerland
USA
4.16
4.05
3.99
3.92
Leadership Awareness (Index) Gender Impartiality (Index) Organisational Capacity (Index)
Agreement to the statements: Agreement to the statements: Agreement to the statements:
I consider myself to be a leader Males or females can be equally The highest ranking communication professional
capable leaders in public relations in my organization is an excellent leader
I want to be a leader *
I do not prefer to work for a leader of My organization encourages and practices
Leadership skills are more important than
a specific gender (male) on the job * two-way communication among members
communication skills in leading a public
relations unit or department I do not agree that a specific gender (female) The CEO or top executive in my organization
has better interpersonal communication skills * does understand the value in public relations *
44
Leadership Survey 2012 / n = 1,656 PR professionals working in organizations or agencies from Austria, Germany and Switzerland; n = 725 PR professionals from the USA /
Q: In this section, please indicate the extent to which you agree with the following statements. Scale: 1 (Strongly disagree) – 7 (Strongly agree). Statements marked * were
44
phrased contrarily in the questionnaire and reverse coded for index construction. Indexes have been calculated as the average of the mean values for all statements included.
45. Combining personal awareness and organizational support for leadership in
communication: Germany is lagging behind
Organizational capacity for excellent leadership in communication management
5,5
5,4
5,3
5,2
Leadership Awareness of communication professionals
5,1
5,0
4,9
4,8
4,7 Germany
4,6
4,5 Austria
4,4
Switzerland
4,3
4,2 USA
4,1
4,0
3,9
3,8
3,7
3,6
3,5
3,5 3,6 3,7 3,8 3,9 4,0 4,1 4,2 4,3 4,4 4,5 4,6 4,7 4,8 4,9 5,0 5,1 5,2 5,3 5,4 5,5 45
Leadership Survey 2012 / n = 1,656 PR professionals working in organizations or agencies from Austria, Germany and Switzerland; n = 725 PR professionals from
the USA / Figure displays index values for leadership awareness and organizational conditions (scale 1.0 to 7.0). See page 44 for details of the index construction. 45
46. Leadership perceptions in different types of organizations
Publicly held Private or Nonprofit, governmental, Communication
corporation state-owned educational or political or public
(stock ownership) company organization relations agency
I consider myself to be a leader in communication management 77.5% 83.0% 81.4% 85.9%
I don't want to be a leader in communication management 5.9% 5.5% 4.3% 4.5%
I learn more about excellent leadership from role models and/or
mentors on the job than from university education or 72.8% 65.6% 55.8% 69.5%
management development programs
Males or females can be equally capable leaders in public relations 93.5% 92.8% 94.4% 96.0%
I prefer to work for a male leader on the job 17.8% 15.1% 8.2% 10.7%
Females have better interpersonal communication skills than
35.8% 40.8% 41.1% 44.1%
males
The highest ranking communication professional in my
54.1% 57.4% 53.1% 58.5%
organization is an excellent leader
My organization encourages and practices two-way
56.5% 54.2% 44.9% 75.1%
communication among members
The CEO or top executive in my organization does not understand
21.6% 23.6% 21.5% 11.9%
the value of public relations
Leadership in communication management is different from
37.0% 38.9% 40.3% 32.8%
leadership in other fields
Leadership skills are more important than communication skills in
22.5% 19.8% 21.0% 23.7%
leading a public relations unit or department
I am optimistic about the future of the public relations profession
70.1% 66.6% 59.9% 68.6%
in my country
46
Leadership Survey 2012 / PR professionals working in organizations or agencies / n = 338 (public corporation), 601 (private corporation), 414 (nonprofit, governmental
etc.), 354 (agencies) / Q: In this section, please indicate the extent to which you agree with the following statements. Scale: 1 (Strongly disagree) – 7 (Strongly agree).
Values indicate the percentage of respondents who have marked scale points 5 – 7, i.e. who agree with the statement. No calculation of significances because respondents 46
were allowed to assign themselves to multiple kinds of organizations.
47. Index for leadership perceptions in different types of organization
Publicly held corporation (stock
ownership)
5.51
5.46
5.34 5.34 Private or state-owned company
5.29
5.22 5.22
5.17
Nonprofit, governmental, educational
or political organization
Communication or public relations
agency
4.01 4.01 4.01
3.94
Leadership Awareness (Index) Gender Impartiality (Index) Organizational Capacity (Index)
Agreement to the statements: Agreement to the statements: Agreement to the statements:
I consider myself to be a leader Males or females can be equally The highest ranking communication professional
capable leaders in public relations in my organization is an excellent leader
I want to be a leader *
I do not prefer to work for a leader of My organization encourages and practices
Leadership skills are more important than
a specific gender (male) on the job * two-way communication among members
communication skills in leading a public
relations unit or department I do not agree that a specific gender (female) The CEO or top executive in my organization
has better interpersonal communication skills * does understand the value in public relations *
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Leadership Survey 2012 / n = 1,707 PR professionals working in organizations or agencies from Austria, Germany and Switzerland / Q: In this section, please indicate the
extent to which you agree with the following statements. Scale: 1 (Strongly disagree) – 7 (Strongly agree). Statements marked * were phrased contrarily in the questionnaire
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and reverse coded for index construction. Indexes have been calculated as the average of the mean values for all statements included.