Internal communication is an important concept and integral to internal public relations with links to positive organizational and employee outcomes such as employee engagement. While scholars emphasize the importance of the relationship between internal communication and employee engagement, the association has not been empirically tested. Using surveys and regression analysis this study confirms that internal organizational communication and internal supervisor communication support workplace relationships based on meaning and worth, and have a significant part to play in developing and maintaining optimal employee engagement.The subject of the presented exploratory study is the strategic planning of the daily professional activities of managers in social media (SM). Is this planning deliberate, or emergent? Are the strategies prescribed, or creative? To what communication logics must professionals adapt their practices? Following the sociology of uses studied in the approach to SM appropriation in the field of corporate communication, these questions are tackled through a qualitative, descriptive approach. The dual objective is to describe the actual professional practices of SM managers and compare them to the theories found in the literature. To do this, semi-structured interviews were conducted with 12 managers active in SM in North American organizations. During these, practices emerged for which the standards were not always prescribed.Transformational leadership and transparent internal communication foster employee trust during organizational change.
•
The more employees trust their organizations, the more likely they develop a welcoming attitude toward the change and support change.
•
Trust fully mediates the influence of transformational leadership and transparent communication on openness to change.Public Relations Review
Volume 45, Issue 3, September 2019, 101779
Bridging transformational leadership, transparent communication, and employee openness to change: The mediating role of trust
Author links open overlay panelCen AprilYueMary AnnFerguson
Show more
https://doi.org/10.1016/j.pubrev.2019.04.012
Get rights and content
Highlights
•
Transformational leadership and transparent internal communication foster employee trust during organizational change.
•
The more employees trust their organizations, the more likely they develop a welcoming attitude toward the change and support change.
•
Trustfully mediates the influence of transformational leadership and transparent communication on openness to change.
Abstract
Based on a random sample of employees (n = 439) in the United States, this study examined the effect of transformational leadership and transparent organizational communication on cultivating employee organizational trust during an organizational change event. We also investigated the interplay between transformational leadership, transparent communication, and organizational trust, and their impact on employee openness to change. The findings suggested that transformational leadership and transparent communication were positively associated with employee organizational trust, which in turn, positively influenced employee openness to change. The theoretical and managerial contributions of the study were discussed.
You must be logged in to post a comment.