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Ethics Quandary? Women in PR More Apt to Seek Allies Before Giving Execs Advice

Women in public relations are more likely than men to seek allies and form coalitions before they give ethics counsel to senior leaders, while men are more likely to rely on presenting research, according to a Baylor University study. The study also showed that while senior public relations executives in the study overall tend to use “rational approaches,” such as research, case studies and appeals about what is right and lawful, success depends on building relationships with colleagues in other departments so that they have backup when ethical issues arise. “A PR person can be the conscience, but are they listened to? Are they respected? Are they at the table?” one woman said. “You can be doing everything right, but if nobody is listening to you, it really doesn’t matter a whole lot. Except that you can sleep at night.” The study — “The Use of Influence Tactics by Senior Public Relations Executives to Provide Ethics Counsel” — is published in the Journal of Media Ethics. The article highlights the need for younger PR practitioners to seek out senior PR executives as mentors before and during confrontation of ethics issues, said lead author Marlene Neill, Ph.D., assistant professor of journalism, public relations and new media in Baylor’s College of Arts & Sciences and author of the book “Public Relations Ethics: PR Pros Tell Us How to Speak Up and Keep Your Job.” “What inspired us to conduct this research were findings from a study I conducted in 2016 with Millennials working in public relations,” Neill said. “Survey results indicated that Millennials did not feel prepared to provide ethics counsel, were unlikely to speak up and did not even expect to face ethical dilemmas. We decided to conduct this study to instruct them how to do this effectively based on the experiences of senior executives working in our industry.” Researchers conducted through in-depth interviews with an elite selection of 55 public relations executives, many of them with Fortune 500 companies. They included members of the *Public Relations Society of America (PRSA) College of Fellows and The Arthur W. Page Society, with the combined sample averaging 33 years in PR. They represented 19 states and industries including government, healthcare, telecommunications, financial services and energy. Interviewees discussed ways to exert influence, ethics training and whether they are of value as an ethics counselor. “Some see it as being of little use; some recommend the PR practitioner take a modest role in encouraging consideration of ethics among multiple leaders,” Neill said. But others felt strongly that they should be an “organizational conscience” when they think company actions might pose an ethical dilemma with troubling consequences. One reason to do so is that without “boat-rocking” with straightforward tactics   an organization, some may turn outside the company by whistleblowing or leaking information to stakeholders, media or government officials. “Our study found that building relationships was critical for practitioners to ensure that other executives would listen to and respect their counsel,” Neill said. “That doesn’t mean they always won the debate, but relationship building has to do with building respect and trust.” While the interviewees’ most common approach to influencing was rational, followed by coalition-building, “some said they relied on persistence and assertiveness if they felt an issue was so objectionable they could not stay silent,” Neill said. “A few people turn to ingratiation, such as flattery.” When it comes to differences in how genders approach the role of ethics counselor, one reason women may recruit allies is that they tend to be outnumbered by men in the boardroom, Neill said. One woman said that “Going in force can help your case. But sometimes it can backfire . . . you know, if somebody wants to kill the messenger. But if several people come to you with the same messaging, I think you take notice.” Another woman said that she was “reprimanded for being so forthright. So, I didn’t do it that way anymore.” Some women were wary of using emotional appeals. Because of stereotypes about women being emotional in the workplace, “I probably erred in the other direction,” one woman said. Men, meanwhile, were more likely to prefer informational sources of power such as research and case studies, Neill said. But both genders said they ask questions, discuss, listen, share alternatives or solutions and recommend. A few men and women used more confrontational descriptions, such as saying, “We absolutely put our foot down” and “Tell them it’s wrong.” But in the case of women, “some of these more confrontational accounts were used in connection with allies or coalitions,” Neill said. In a few cases, men and women gave examples of resigning accounts or refusing to accept new clients if they decided the client’s business was not worth the ethical cost. Many interviewees said they had received ethics training through PRSA. A few said they had received training through their employer, college courses, personal study and mentors. A few pointed to their religious upbringing. Some of the more common ethics issues centered around communication, such as open disclosure of information, inaccurate information or sending fake letters to an editor. But others were business challenges, such as abusive behavior toward subordinates, misuse of public funds, smear campaigns and conflicts of interest. Neill said that because the study was limited to 55 individuals, a larger study and surveys of senior PR executives in other nations would be valuable. She and a colleague next plan to study to women’s leadership experiences. *PRSA College of Fellows is an exclusive group of approximately 350 senior professionals, each with a minimum of 20 years of experience in PR, Accreditation in Public Relations and recognition for distinguished careers. The Arthur W. Page Society is open by invitation to chief communications officers of Fortune 500 corporations and leading nonprofit organizations, chief executive officers of PR agencies and senior professors from business and communications schools. The study was funded by The Arthur W. Page Center for Integrity in Public Communication and supported by the PRSA Board of Ethics and Professional Standards and PRSA College of Fellows. Co-author is Amy Barnes, associate professor in the School of Mass Communications at the University of Arkansas at Little Rock and co-author of “Public Relations Ethics: PR Pros Tell Us How to Speak Up and Keep Your Job.” ABOUT BAYLOR UNIVERSITY Baylor University is a private Christian University and a nationally ranked research institution. The University provides a vibrant campus community for more than 17,000 students by blending interdisciplinary research with an international reputation for educational excellence and a faculty commitment to teaching and scholarship. Chartered in 1845 by the Republic of Texas through the efforts of Baptist pioneers, Baylor is the oldest continually operating University in Texas. Located in Waco, Baylor welcomes students from all 50 states and more than 80 countries to study a broad range of degrees among its 12 nationally recognized academic divisions. ABOUT BAYLOR COLLEGE OF ARTS & SCIENCES The College of Arts & Sciences is Baylor University’s oldest and largest academic division, with 25 academic departments and seven academic centers and institutes. The more than 5,000 courses taught in the College span topics from art and theatre to religion, philosophy, sociology and the natural sciences. Faculty conduct research around the world, and research on the undergraduate and graduate level is prevalent throughout all disciplines.

Ethical Leadership Can Have Negative Consequences, Baylor University Researchers Say

Coupled with stress, ethical leadership can lead to employee deviance and turnover Ethical leadership is a good thing, right? Certainly, management experts say. But ethical leadership can have negative consequences, too, according to new research from management faculty in Baylor University’s Hankamer School of Business. A 2018 Baylor study published in the Journal of Business Ethics reveals that ethical leadership compounded by job-hindrance stress and supervisor-induced stress can lead to employee deviance and turnover. The research reflects the thoughts of 609 employees who were surveyed across two studies. “If someone is an ethical leader but induces stress, our research shows that his or her employees will feel less support,” said lead author Matthew Quade, Ph.D., assistant professor of management. “Thus, employees who do not feel supported are more likely to consider leaving their jobs or engage in workplace deviance – things like coming in late to work, daydreaming, not following instructions or failing to be as productive as they could be.” Quade said that ethical leadership is a good thing and often beneficial in terms of employee resources. An example would be a trusted supervisor who listens to her employees and has her employees’ best interests in mind. The trouble comes, he said, when supervisor-induced stress or job-hindrance stress enters the picture. “When those stressors are added, there is a depletion of resources,” Quade explained. “Many of the gains or benefits from ethical leadership are negated.” What does stress-inducing ethical leadership look like? Quade said it could be as simple as supervisors setting expectations too high or, in the interest of “following all the rules,” not allowing for any deviation from a process, even if a shortcut, still within the bounds of behaving ethically, would deliver a desired result. The researchers wrote: “Ethical leadership can be an exacting process of sustaining high ethical standards, ensuring careful practice and enforcement of all rules and meeting leaders’ lofty expectations, all of which can consume time and energy and be perceived by employees as overly demanding or an obstacle to job performance.” As part of the study, those surveyed were asked to what extent they agreed or disagreed with the following statements: My supervisor makes it so that I have to go through a lot of red tape to get my job done. Working with my supervisor makes it hard to understand what is expected of me. I receive conflicting requests from my supervisor. My supervisor creates many hassles to go through to get projects/assignments done. Working with him/her thwarts my personal growth and well-being. In general, I feel that my supervisor hinders my personal accomplishment. I feel that my supervisor constrains my achievement of personal goals and development. Quade said his team in no way wants to discourage ethical leadership. Research consistently shows such leadership is very beneficial, he said. But this new research shows that there are boundaries to those benefits. “This places quite an onus on appropriately managing the stress that comes from the leader and the job, in efforts to most fully realize the potential of ethical leadership,” the researchers wrote. The study listed some tips and takeaways for organizations and leaders. They include: Strike a balance between promoting ethical behavior and providing resources to help employees meet those standards. Encourage employees in word and deed by reducing ambiguity in ethical dilemmas that might otherwise drain resources. Model fair and ethical behavior. Communicate efficient methods to meet standards and reduce unnecessary steps or procedures. Equip and train leaders to balance the demands of leading ethically while not overburdening their employees. ABOUT THE STUDY “Boundary Conditions of Ethical Leadership: Exploring Supervisor-Induced and Job Hindrance Stress as Potential Inhibitors” is published in the Journal of Business Ethics. Study authors are Baylor University Hankamer School of Business faculty members Matthew Quade, Ph.D., assistant professor of management; Sara Perry, Ph.D., assistant professor of management; and Emily Hunter, Ph.D., associate professor of management. ABOUT BAYLOR UNIVERSITY Baylor University is a private Christian University and a nationally ranked research institution. The University provides a vibrant campus community for more than 17,000 students by blending interdisciplinary research with an international reputation for educational excellence and a faculty commitment to teaching and scholarship. Chartered in 1845 by the Republic of Texas through the efforts of Baptist pioneers, Baylor is the oldest continually operating University in Texas. Located in Waco, Baylor welcomes students from all 50 states and more than 80 countries to study a broad range of degrees among its 12 nationally recognized academic divisions. ABOUT HANKAMER SCHOOL OF BUSINESS Baylor University’s Hankamer School of Business provides a rigorous academic experience, consisting of classroom and hands-on learning, guided by Christian commitment and a global perspective. Recognized nationally for several programs, including Entrepreneurship and Accounting, the school offers 24 undergraduate and 13 graduate areas of study. Visit www.baylor.edu/businessand follow on Twitter at twitter.com/Baylor_Business.

Bigly: the effect of Trump's rhetoric on national security

Going against the findings of his own intelligence community, President Donald Trump has called Russian meddling into the 2016 U.S. presidential election a “hoax.” In a recent turn of events, though, the president accused China of interfering with the midterm elections. Has President Trump’s rhetoric on the intelligence community and hesitancy to hold Russia accountable influenced countries, such as China, to also try meddling in U.S. elections? “If people and foreign officials start believing President Trump’s rhetoric, there is a possibility, that we will face issues of doubt and trust concerning U.S. policy and commitments,” said Craig Albert, an expert in U.S.-Russian security affairs, director of the master of arts in intelligence and security studies and associate professor of political science at Katherine Reese Pamplin College of Arts, Humanities and Social Sciences at Augusta University. “Also, President Trump’s rhetoric helps prop up Vladimir Putin as being equal in stature to the leader of the free world and gives Kremlin and Putin greater credibility with Russian citizens and the near abroad.” Midterm elections are on the horizon, and Putin will continue election meddling regardless of Trump’s actions or rhetoric, Albert said. “Russia, under Putin’s leadership, will continue to increase its cyber activity against all sectors of the U.S., including and especially into the cognitive hacking of our electoral process,” he said. Cognitive hacking is when fake sources are used to spread fake news on social media. The success of Russia’s meddling in the 2016 election is emboldening other actors, like China. “Non-state actors like ISIS and Al Qaeda feel empowered to engage in both cognitive and source hacking in order to shift American public opinion,” Albert said. “We already believe China and Iran have engaged in similar operations. It won’t be long before ISIS utilizes the same type of intelligence operations because they are low risk, extremely high reward operations. Albert is available to discuss: • How President Trump’s rhetoric affects the U.S. intelligence community • How Trump’s apparent support for Russia empowers Putin and the Kremlin to continue meddling into U.S. elections • How Russia’s actions are emboldening other non-state actors • Why Trump’s denial of Russian meddling into U.S. elections can further damage U.S. relations with its allies Contact us to schedule an interview with Albert or to learn more about his expertise. Source:

Understanding self-serving behavior in leaders

In a new research paper, Melissa Williams, assistant professor of organization & management, developed a framework to better understand when and why leaders use their power for personal gain. She discovered that a variety of traits, characteristics, and values, such as feeling less of a sense of guilt, made leaders more likely to exhibit self-interested behaviors. Individuals who were more narcissistic, less humble and honest, and generally less agreeable also had an increased chance of abusing their power. Leaders with an individualistic and competitive streak as well as those with a lower sense of morality were also more likely to act on self-interest. Threats to power especially increased self-serving behavior for those with a propensity for it. Williams added that “because positions of leadership are desirable and hedonically pleasurable, leaders facing threats to their power will prioritize self-interested actions that secure their own power over behaviors that serve shared goals.” Interestingly, for the individuals who did not have self-interested traits and values, power actually decreased the likelihood that they would become self-interested. Source:

What's next in the Kim Jong-Un and Donald Trump saga?

North Korea continues to test missiles and the latest appears to be the most advanced yet. North Korea said the new missile reached an altitude of about 4,475 km (2,780 miles) - more than 10 times the height of the International Space Station - and flew 950 km (590 miles) during its 53-minute flight. So, what's next? How will Donald Trump react? What about other countries like Canada and the EU? Our Experts at Insights Consulting have the answers for your story. Source:

Gender Gap Grows Wider Globally

The World Economic Forum (WEF) began calculating the global gender gap in 2006. Yesterday, it released the results of the 2017 Global Gender Gap Report and the news is bad – for the first time in more than a decade, the gender gap is widening. This year's report revealed that the divide between men and women stood at 32 percent, up from 31.7 percent last year. The Global Gender Gap Index ranks 144 countries and compares them across four ‘pillars’: economic participation and opportunity, education, political empowerment, and health and survival. The best scores overall belonged to three Scandinavian countries. Iceland had the smallest gender gap at 22 percent. How about the United States? While the U.S. has improved its overall gender gap, this year's report showed it moved down the rankings to 49th place. The score was 0.72 or a gender gap of 28 percent. The pillar featuring economic participation, which includes salaries, workforce participation and leadership, has one of the fastest-growing gaps. Globally, women are earning less than men. The WEF believes the economic gender gap will now not be closed for 217 years. When considering a woman's income as a percent of a man’s, the U.S. came in at 13th place, where a woman can expect to make on average only 64.8 percent of that of what a male earns. Why is this the case even though more women than men are graduating from universities? Can this worrying trend be changed? What steps must be taken to make the playing field equal for all in America? Dr. Shannon Wooden, gender studies expert and professor of English at Missouri State University, can provide insight on this topic. She can address the gender pay gap and why companies need more female representation in senior and board levels. Contact her for an interview. Source:

Women in the Workplace – Still an Unfair Playing Field

It’s a trend that has many reeling and wondering how to correct: many women working in the financial services industry on Wall Street today don't believe there are opportunities to advance to the most senior positions. This comes as corporate, academic and government leaders push for greater gender diversity at American companies. A study by Lean In released today showed some startling statistics. Women in the Workplace 2017 took pipeline data from 222 companies employing more than 12 million people. As well, more than 70,000 employees completed a survey designed to explore their experiences regarding gender, opportunity, career and work-life issues. The results were not good. The report showed: “Women remain significantly underrepresented in the corporate pipeline. From the outset, fewer women than men are hired at the entry level. At every subsequent step, the representation of women further declines, and women of color face an even more dramatic drop-off at senior levels. This disparity is not due to company-level attrition or lack of interest: women and men stay at their companies and ask for promotions at similar rates.” In fact, from entry level, women represent 47 percent of all entry level hires, but only one in five women will become a C-Suite leader. For women of color, that number diminishes to one in 30. The report also shows that women are less likely to be promoted, receive raises or be supported throughout their careers. So, what will it take to reverse this trend and make corporate America an equal playing field for all? What barriers need to be removed and what policies need to be changed? Is this a cultural shift, should it be regulated and can it be done? The situation is clearly unfair and there are many questions to be asked. Yet answers and solutions are by no means simple or easy to come by. That’s where experts from Missouri State University can help. Dr. Shannon Wooden is a gender studies expert. She is also a published author. Dr. Wooden can speak about the gender pay gap and why companies need more female representation in senior and board levels. Click on her icon to contact her. Source:

Comparing relief in Haiti, Puerto Rico

Associate Dean of Leadership and retired Army LTG Ken Keen led the relief efforts after the Haitian earthquake in 2010. What are the comparisons and/or shortfalls with the current efforts after Hurricane Maria in Puerto Rico? Source:

Trump would struggle as business executive

Goizueta's Rick Gilkey told the AJC President Donald Trump would likely struggle with a traditional executive role in the Fortune 500. “The chaos to creation ratio is way off,” he said. Gilkey can speak in detail on many leadership challenges. Source:

Baylor Entrepreneurship Expert Quoted in Atlanta Journal-Constitution Column Re: Trump's Management Style

This column by The Atlanta Journal-Constitution columnist Matt Kempner quotes business expert Peter Klein, Ph.D., professor of entrepreneurship in Baylor’s Hankamer School of Business and Senior Research Fellow with Baylor's Baugh Center for Entrepreneurship and Free Enterprise. Kempner asked several business and management professors to discuss President Trump’s management style. Klein said Trump's "style and manner is the dramatic departure from predecessors, not so much his policy." And regarding the differences in government versus business? “I understand the wish to make agencies more efficient,” Klein said. “But at the end of the day, government organizations are not like businesses.” ABOUT PETER KLEIN Peter G. Klein is Professor of Entrepreneurship at the Hankamer School of Business, Baylor University, and Senior Research Fellow with Baylor's Baugh Center for Entrepreneurship and Free Enterprise. His research focuses on the links between entrepreneurship, strategy, and organization, with application to innovation, diversification, vertical coordination, health care, and public policy. Source: