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Bäckström, I., Ingelsson, P., Johansson, C., Hamrin, S. & Bergman, S. (2019). Communicative Leadership development conduction to impact on   Quality culture and co-worker health. In: Su Mi Daahlgard-Park, Jens J. Dahlgaard, (Ed.), 22nd QMOD conference on Quality and Service Sciences ICQSS 2019, 13-15 October: Leadership and strategies for Sustainable Quality and Innovation in the 4th Industrial Revolution. Paper presented at QMOD conference on Quality and Service Sciences ICQSS. Lund, 22
Open this publication in new window or tab >>Communicative Leadership development conduction to impact on   Quality culture and co-worker health
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2019 (English)In: 22nd QMOD conference on Quality and Service Sciences ICQSS 2019, 13-15 October: Leadership and strategies for Sustainable Quality and Innovation in the 4th Industrial Revolution / [ed] Su Mi Daahlgard-Park, Jens J. Dahlgaard,, Lund, 2019, Vol. 22Conference paper, Published paper (Refereed)
Abstract [en]

Purpose – The purpose of this paper explore effects of a communicative leadership development program in an organization and to present and discuss results from assessing Quality Culture and co-worker health in the same organization.

 

Methodology/approach –  In a company conducted a communicative leadership developing program, a questionnaire measuring QM values and co-worker health has been handed out to leaders and co-workers. Leaders conducted a communicative leadership developing program have been interviewed and observation studies have been conducted. 

 

Findings – The interviewed and observed leaders are working with communicative leadership in a structured way, The measured factors, assessing quality culture and co-worker health showed rather high mean values.

 

Practical implications – The communicative leadership developing program seams to help leaders to communicate in a structured way.

Place, publisher, year, edition, pages
Lund: , 2019
Keywords
QM values, quality culture, co-worker health, communicative leadership, leadership development and leadership training
National Category
Reliability and Maintenance
Identifiers
urn:nbn:se:miun:diva-37561 (URN)978-91-7623-086-2 (ISBN)
Conference
QMOD conference on Quality and Service Sciences ICQSS
Funder
Knowledge Foundation
Available from: 2019-10-21 Created: 2019-10-21 Last updated: 2019-10-29Bibliographically approved
Johansson, C., Grandien, C. & Strandh, K. (2019). Roadmap for a communication maturity index for organizations—Theorizing, analyzing and developing communication value. Public Relations Review, 45(4), Article ID 101791.
Open this publication in new window or tab >>Roadmap for a communication maturity index for organizations—Theorizing, analyzing and developing communication value
2019 (English)In: Public Relations Review, ISSN 0363-8111, E-ISSN 1873-4537, Vol. 45, no 4, article id 101791Article in journal (Refereed) Published
Abstract [en]

This study employed a constitutive (CCO) communication approach to advance the dynamic concept of communication maturity for the purpose of theorizing, analyzing, and developing communication value on an organizational level. A literature review resulted in six theoretical areas related to communication maturity: understanding, function, organization, prerequisites, competence and practices including assessments of communication. These were analyzed in a qualitative comparative case study including 85 key stakeholders from eleven organizations. Findings illustrated the relevance of the theoretical areas to stakeholders’ perceptions of their respective organizations’ communication maturity. A first version of a Communication Maturity Index including four levels of maturity; immature, emerging, established, and mature is proposed. Based on the qualitative analysis, organizations’ communication maturity levels varied from emerging to mature. Findings of this study are limited to participating organizations and interviewed stakeholders. The CMI can be further developed in quantitative studies to investigate the constitutive role of communication in organizations and to be used in practice to develop higher levels of communication maturity. 

Keywords
CCO theory, Communication index, Communication maturity, Communication value, Organizational development, Stakeholder perceptions
National Category
Media and Communications
Identifiers
urn:nbn:se:miun:diva-36676 (URN)10.1016/j.pubrev.2019.05.012 (DOI)000495146800010 ()2-s2.0-85067179709 (Scopus ID)
Available from: 2019-07-09 Created: 2019-07-09 Last updated: 2020-01-15Bibliographically approved
Johansson, C. (2018). Crisis leadership as a communicative process: The challenge of managing crises through communication with stakeholders. In: : . Paper presented at SRA-E 2018: Risk & Uncertainty – From Critical Thinking to Practical Impact. Mid Sweden University, Östersund, Sweden, 18–20 June 2018.
Open this publication in new window or tab >>Crisis leadership as a communicative process: The challenge of managing crises through communication with stakeholders
2018 (English)Conference paper, Oral presentation only (Refereed)
Abstract [en]

Crisis leadership is fundamental to preventing, preparing for, managing and learning from crises. Leaders are responsible for and expected to minimize the impact of crises, enhance crisis management capacity and coordinate crisis management efforts. In this endeavor, leadership and management functions converge, since effective crisis management demands both strategy development and implementation during challenging situations. According to Boin, t’Hart, Stern and Sundelius, crisis leadership should include five tasks: a) making sense of the crisis; b) making the right decisions for dealing with the crisis; c) framing the crisis for stakeholders; d) solving the crisis in order to restore normalcy to the organization; and e) learning from the crisis. Little empirical research has acknowledged the important communication role played by crisis leaders. Existing crisis communication research focus on organizational leaders’ communicative management of the organization’ s reputation, analyzing crisis response strategies of organizations such as framing, image restoration, and situational crisis communication , which involves adapting messages according to the type of crisis. Leadership research has largely focused on leader’s personality traits and behavior which influence their ability to deal with and get subordinates through organizational crises. Hence, crisis leadership has been reduced to managing the image of the organization during crisis and on leaders’ personal or transformational skills. 

In this study, crisis leadership is studied as a communicative process, in which individuals verbalize and make sense of contingencies and objectives, establish a common purpose, and take action. We address the following research questions: (1) How do crisis leaders communicatively create resources, organize and prepare for crisis management and crisis communication? (2) How do crisis leaders develop communicative strategies for crisis management and communication with internal and external stakeholders? (3) What challenges do crisis leaders face when managing crises through communicating with stakeholders?

Results of the study illustrate how crisis leaders in local, regional and national contexts develop strategies for managing crises through their communication with stakeholders. We discuss the role of preparation and resources for communication in crisis management in different types of crises such as terrorism attacks, shootings, natural disasters and crises of trust.

Keywords
Crisis leadership, communicative process, crisis communication
National Category
Communication Studies
Identifiers
urn:nbn:se:miun:diva-37711 (URN)
Conference
SRA-E 2018: Risk & Uncertainty – From Critical Thinking to Practical Impact. Mid Sweden University, Östersund, Sweden, 18–20 June 2018
Available from: 2019-11-19 Created: 2019-11-19 Last updated: 2019-11-19Bibliographically approved
Johansson, C. (2018). Leadership Communication (1ed.). In: R. L. Heath & W. Johansen (Ed.), The International Encyclopedia of Strategic Communication: (pp. 1-16). Online: John Wiley & Sons
Open this publication in new window or tab >>Leadership Communication
2018 (English)In: The International Encyclopedia of Strategic Communication / [ed] R. L. Heath & W. Johansen, Online: John Wiley & Sons, 2018, 1, p. 1-16Chapter in book (Refereed)
Abstract [en]

Leadership communication research has denoted communication as a tool for performing leadership, a socially constructed interactive process in which leadership is formed, and as a process constitutive of leadership. It has embraced three main perspectives on communication: communication as transmission of messages, communication as sensemaking, and communication as discourses. Research traditions that focus on the communicative aspects of leadership are those of leader–member relationships, transformational leadership, leaders' framing, sensemaking and discourse, and communicative leadership. Contexts for leadership communication include dyads, teams, organizations, and networks. Leadership communication occurs continuously between leaders and followers but can be trained, planned, and used with strategic intent. Strategic communication tools for leaders are framing, sensemaking, storytelling, and dialogue. Several outcomes of leadership communication are established in the literature: trust, engagement, empowerment, health, change, and effectiveness. Leadership is confirmed as occurring through leadership communication, since communication constructs and constitutes leadership.

Place, publisher, year, edition, pages
Online: John Wiley & Sons, 2018 Edition: 1
Keywords
Leadership communication
National Category
Communication Studies
Identifiers
urn:nbn:se:miun:diva-34839 (URN)10.1002/9781119010722.iesc0099 (DOI)9781119010722 (ISBN)
Available from: 2018-10-30 Created: 2018-10-30 Last updated: 2018-10-31Bibliographically approved
Johansson, C. (2018). Lång väg till hållbart ledarskap för klimatet. In: Nord, L., Grusell, M., Bolin, N. & Falalsca, K. (Ed.), Snabbtänkt: Reflektioner från valet 2018 av ledande forskare. Sundsvall: Demicom, Mittuniversitetet
Open this publication in new window or tab >>Lång väg till hållbart ledarskap för klimatet
2018 (Swedish)In: Snabbtänkt: Reflektioner från valet 2018 av ledande forskare / [ed] Nord, L., Grusell, M., Bolin, N. & Falalsca, K., Sundsvall: Demicom, Mittuniversitetet , 2018Chapter in book (Other (popular science, discussion, etc.))
Place, publisher, year, edition, pages
Sundsvall: Demicom, Mittuniversitetet, 2018
Series
DEMICOM rapport ; 38
National Category
Media and Communications
Identifiers
urn:nbn:se:miun:diva-35479 (URN)978-91-88025-99-9 (ISBN)
Available from: 2019-01-18 Created: 2019-01-18 Last updated: 2019-01-23Bibliographically approved
Johansson, C. (2018). Managing chaos through crisis communication leadership. In: : . Paper presented at 104th Annual Convention, National Communication Association, Salt Lake City, USA, November 8-11, 2018..
Open this publication in new window or tab >>Managing chaos through crisis communication leadership
2018 (English)Conference paper, Oral presentation only (Refereed)
Abstract [en]

During crises, people turn to the government for leadership, including what actions to take and how to return to stability (Christensen, Laegreid, & Rykkja, 2013). Leaders are responsible for and expected to minimize the impact of crises, enhance crisis management capacity, and coordinate crisis management efforts. In essence, crisis leadership is a communicative process, in which individuals verbalize and make sense of contingencies and objectives, establish a common purpose, and take action. Leadership communication is defined as a process in which leadership actors communicate to fulfill a common goal (Johansson, 2018). Empirical studies of leaders and managers outside of crisis contexts illustrate that they spend most of their time communicating with individuals, teams and stakeholders in a variety of ways: face to face or through digital communication channels. However, existing crisis communication research focuses on organizational leaders’ communicative management of the organization’s reputation (e.g., Coombs, 2016; Littlefield & Quenette, 2007; Ngai & Falkheimer, 2017; Waymer & Heath, 

2007). Hence, the research record predominantly reduces crisis leadership to managing organizations’ images, with the notable exception of discourse of renewal research (Seeger, Ulmer, Novak, & Sellnow, 2005; Ulmer, Seeger, & Sellnow, 2007). 

Our study expands crisis leadership research using an explorative study of 40 interviews with Swedish and U.S. government officials. We address the following questions: (1) How do crisis leaders communicatively create resources that help them prepare for crisis communication? (2) How do crisis leaders develop communicative strategies for crisis management with internal and external stakeholders? (3) How do crisis leaders communicatively enable inter-organizational collaboration on crisis management in communities? 

As Wouter, Dückers, and van der Velden (2016) noted, “much remains to be clarified in terms of how actual leadership tasks are undertaken and balanced by way of crisis management” (p. 56). This study answers that call, and develops a new framework for effective crisis communication leadership.

National Category
Communication Studies
Identifiers
urn:nbn:se:miun:diva-35478 (URN)
Conference
104th Annual Convention, National Communication Association, Salt Lake City, USA, November 8-11, 2018.
Projects
Changing crises, changing media: Re-assessing and Extending the Knowledge Base on Effective Crisis Communication in Digital, Social and Visual Media Environments
Funder
Swedish Civil Contingencies Agency, 2017-2538
Available from: 2019-01-18 Created: 2019-01-18 Last updated: 2019-01-21Bibliographically approved
Johansson, C. (2018). On Goffman: Researching relations with Erving Goffman as pathfinder (2ed.). In: Ihlen, Øyvind and Fredriksson, Magnus (Ed.), Public relations and social theory: Key figures, concepts and developments (pp. 252-271). New York, NY: Routledge
Open this publication in new window or tab >>On Goffman: Researching relations with Erving Goffman as pathfinder
2018 (English)In: Public relations and social theory: Key figures, concepts and developments / [ed] Ihlen, Øyvind and Fredriksson, Magnus, New York, NY: Routledge, 2018, 2, p. 252-271Chapter in book (Refereed)
Place, publisher, year, edition, pages
New York, NY: Routledge, 2018 Edition: 2
National Category
Communication Studies
Identifiers
urn:nbn:se:miun:diva-33651 (URN)10.4324/9781315271231 (DOI)2-s2.0-85049610895 (Scopus ID)9781138281301 (ISBN)9781315271231 (ISBN)
Available from: 2018-05-18 Created: 2018-05-18 Last updated: 2019-01-21Bibliographically approved
Jahn, J. L. S. & Johansson, C. (2018). The communicative constitution of adaptive capacity during Sweden’s Västmanland wildfire. Corporate Communications. An International Journal, 23(2), 162-179
Open this publication in new window or tab >>The communicative constitution of adaptive capacity during Sweden’s Västmanland wildfire
2018 (English)In: Corporate Communications. An International Journal, ISSN 1356-3289, E-ISSN 1758-6046, Vol. 23, no 2, p. 162-179Article in journal (Refereed) Published
Abstract [en]

Purpose: The purpose of this paper is to explain how adaptive capacity is accomplished through communication processes and can contribute to enhancing disaster resilience. The authors adopt a structurational “four flows” explanation of communication processes. Design/methodology/approach: The authors observed and analyzed discourse in meetings of a crisis communication network consisting of representatives of municipalities and public authorities involved in crisis communication management during the Västmanland wildfire in Sweden. Findings: Adaptive capacity during the wildfire was principally accomplished through the structurational communication processes or “flows” of self-structuring, activity coordination, and institutional positioning. These flows intersected demonstrating how communication accomplishes the development of a responsive affiliation, organizes stabilizing structuring practices, and enables adaptive structuring practices. Research limitations/implications: The main contribution of this study is a communicative explanation for adaptive capacity, which draws from a structurational model of constitutive communication, and lends further understanding to improvisation during disasters. Practical implications: The authors discuss the findings in relation to improvisation, suggesting how the findings can inform future coordinated crisis communication for the public and news media. The recommendations address how practitioners might build a responsive affiliation, use minimal structures (e.g. communication practices), and maintain flexibility by introducing group reflexivity behaviors. Originality/value: The authors provide new theoretical and empirical knowledge of the communicative constitution of adaptive capacity during a disaster. 

Keywords
Adaptive capacity, Communicative constitution of organization, Four flows CCO, Resilience
National Category
Media and Communications
Identifiers
urn:nbn:se:miun:diva-33391 (URN)10.1108/CCIJ-04-2017-0031 (DOI)000428167500002 ()2-s2.0-85044278454 (Scopus ID)
Available from: 2018-04-03 Created: 2018-04-03 Last updated: 2019-08-06Bibliographically approved
Johansson, C. & Nord, L. (2018). The Simple Truth: Ambiguity Works: Discursive Strategies by Swedish Public Authorities during the 2008 Financial Crisis. International Journal of Business Communication, 55(2), 220-236
Open this publication in new window or tab >>The Simple Truth: Ambiguity Works: Discursive Strategies by Swedish Public Authorities during the 2008 Financial Crisis
2018 (English)In: International Journal of Business Communication, ISSN 2329-4884, Vol. 55, no 2, p. 220-236Article in journal (Refereed) Published
Abstract [en]

The global financial crisis that broke out in 2008 affected a large number of governmental, public, and private organizations. This article explores communication of public authorities in Sweden during the crisis, and highlights their discursive strategies between 2008 and 2010, analyzing press releases. As an analytical point of departure, complexity theory is combined with theory on strategic ambiguity in order to analyze which communication strategies were employed by the authorities. Results show that the public authorities embraced complexity and ambiguity differently in their communication, and consequences of their different approaches are discussed. The study also confirms that the different roles of significant actors during a crisis influence the selection of possible message strategies.

Keywords
financial communication, financial crisis, complexity theory, strategic ambiguity, discourse analysis, Sweden
National Category
Social Sciences
Identifiers
urn:nbn:se:miun:diva-32411 (URN)10.1177/2329488417710439 (DOI)000429832300005 ()2-s2.0-85044417897 (Scopus ID)
Available from: 2017-12-12 Created: 2017-12-12 Last updated: 2019-12-12Bibliographically approved
Johansson, C. (2017). Communicating for results – with mixed results. A multi-method study of leader training. In: : . Paper presented at EGOS European Group for Organizational Studies, 33rd EGOS Colloquium, 7-8 July 2017, Copenhagen, Denmark.
Open this publication in new window or tab >>Communicating for results – with mixed results. A multi-method study of leader training
2017 (English)Conference paper, Oral presentation only (Refereed)
Abstract [en]

Communicative leadership is related to performance on individual, team, and organizational levels. A recent framework for competence development defines a communicative leader as: “one who engages employees in dialogue, actively shares and seeks feedback, practices participative decision making, and is perceived as open and involved.” (Johansson, Miller, & Hamrin, 2014). Business organizations employing the concept want to promote the Good Organization by efficient organizing, organizational change and a healthy working environment sustained by engaged and empowered employees. The value created through communicative leadership development however demands more investigation. The present study takes a first step towards answering this challenge byanalyzing communicative leadership development and value creation in a business company. This study addresses research problems related to a) how communicative leadership behaviors and principles are adapted, implemented and trained in a business organization, and b) what are the outcomes of communicative leadership training, and c) discusses what valuesare created in the organizationthrough communicative leadership development.

Keywords
Communicative leadership, leadership development, leader training
National Category
Communication Studies
Identifiers
urn:nbn:se:miun:diva-37710 (URN)
Conference
EGOS European Group for Organizational Studies, 33rd EGOS Colloquium, 7-8 July 2017, Copenhagen, Denmark
Available from: 2019-11-19 Created: 2019-11-19 Last updated: 2019-11-19Bibliographically approved
Organisations
Identifiers
ORCID iD: ORCID iD iconorcid.org/0000-0001-6645-2980

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