Rethinking power and influence in public relations: A case of reluctant leadership?

Sison, M 2008, 'Rethinking power and influence in public relations: A case of reluctant leadership?', in Power and Place: Refereed Proceedings of the Australian and New Zealand Communication Association Conference 2008, Wellington, New Zealand, 9-11 July, 2008.


Document type: Conference Paper
Collection: Conference Papers

Title Rethinking power and influence in public relations: A case of reluctant leadership?
Author(s) Sison, M
Year 2008
Conference name ANZCA08
Conference location Wellington, New Zealand
Conference dates 9-11 July, 2008
Proceedings title Power and Place: Refereed Proceedings of the Australian and New Zealand Communication Association Conference 2008
Publisher Massey University
Place of publication Wellington, New Zealand
Abstract Public relations practitioners have been ascribed to wield immense invisible power for `manufacturing consent¿ (Stauber & Rampton, 1995) or `creating organizational culture¿ (Cheney & Dionisopoulos, 1989). And yet, practitioners perceive their power and influence are limited unless they are members of the dominant coalition. This paper confirms previous research that practitioners¿ access to and successful influence of the CEO and senior management bestow them an aura of power. This paper also shows that while practitioners perceive they exercise upward influence, they tend to resist extending their influence. This paper argues that practitioners¿ selfperceptions as compliance managers, rather than conscience leaders, constrain them from using their influence, thus denying them the opportunity to `do the right thing¿ for their organisations.
Subjects Organisational, Interpersonal and Intercultural Communication
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