Communicative leadership on internal social media – a way to employee engagement?

Publikation: Konferencebidrag uden forlag/tidsskriftPaper uden forlag/tidsskriftForskningpeer review

Resumé

Abstract
Purpose
This paper explores interactions on internal social media (ISM) in a Danish Bank to understand how communicative leadership is enacted in social media dialogues in an organizational context.
Methodology
Three months of posts, comments and likes from September to November 2018 were analyzed to find communicative leadership roles and communicative leadership behavior.
Findings
Three types of communicative leadership seemed to appear in the study of the interactions between organizational members on ISM: Formal communicative leadership, co-constructed communicative leadership and peer communicative leadership. Furthermore, communicative leadership was identified in communicative acts such as setting directions, making sense, solving problems and listening.
Research implications
The findings suggest that communicative leadership is co-constructed in interactions between managers and employees as well as in interactions among employees. In this respect, communicative leadership on internal social media is not only enacted by formal managers. It is just as much enacted by knowledgeable individual organizational members as well as being co-constructed between several employees.
Originality/Value
The findings help us understand leadership as a complex set of interactions in organizational contexts and that empowering communication on ISM can enchance employee engagement.
Research paper
OriginalsprogEngelsk
Publikationsdato2019
Antal sider18
StatusAccepteret/In press - 2019
BegivenhedJOY - Using strategic communication to improve the quality of life - Faculty of economics and bisiness, Zagreb, Croatia, Zagreb
Varighed: 26 sep. 201928 sep. 2019
Konferencens nummer: 21
https://euprera2019.com/

Konference

KonferenceJOY - Using strategic communication to improve the quality of life
Nummer21
LokationFaculty of economics and bisiness, Zagreb, Croatia
ByZagreb
Periode26/09/201928/09/2019
Internetadresse

Fingerprint

Social media
Employee engagement
Interaction
Employees
Managers
Organizational context
Problem solving
Sensemaking
Communication
Peers
Leadership behavior
Leadership roles

Citer dette

Madsen, V. T. (Accepteret/In press). Communicative leadership on internal social media – a way to employee engagement?. Afhandling præsenteret på JOY - Using strategic communication to improve the quality of life, Zagreb, .
Madsen, Vibeke Thøis. / Communicative leadership on internal social media – a way to employee engagement?. Afhandling præsenteret på JOY - Using strategic communication to improve the quality of life, Zagreb, .18 s.
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abstract = "AbstractPurposeThis paper explores interactions on internal social media (ISM) in a Danish Bank to understand how communicative leadership is enacted in social media dialogues in an organizational context. MethodologyThree months of posts, comments and likes from September to November 2018 were analyzed to find communicative leadership roles and communicative leadership behavior. FindingsThree types of communicative leadership seemed to appear in the study of the interactions between organizational members on ISM: Formal communicative leadership, co-constructed communicative leadership and peer communicative leadership. Furthermore, communicative leadership was identified in communicative acts such as setting directions, making sense, solving problems and listening.Research implicationsThe findings suggest that communicative leadership is co-constructed in interactions between managers and employees as well as in interactions among employees. In this respect, communicative leadership on internal social media is not only enacted by formal managers. It is just as much enacted by knowledgeable individual organizational members as well as being co-constructed between several employees. Originality/ValueThe findings help us understand leadership as a complex set of interactions in organizational contexts and that empowering communication on ISM can enchance employee engagement.Research paper",
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Madsen, VT 2019, 'Communicative leadership on internal social media – a way to employee engagement?' Paper fremlagt ved, Zagreb, 26/09/2019 - 28/09/2019, .

Communicative leadership on internal social media – a way to employee engagement? / Madsen, Vibeke Thøis.

2019. Afhandling præsenteret på JOY - Using strategic communication to improve the quality of life, Zagreb, .

Publikation: Konferencebidrag uden forlag/tidsskriftPaper uden forlag/tidsskriftForskningpeer review

TY - CONF

T1 - Communicative leadership on internal social media – a way to employee engagement?

AU - Madsen, Vibeke Thøis

PY - 2019

Y1 - 2019

N2 - AbstractPurposeThis paper explores interactions on internal social media (ISM) in a Danish Bank to understand how communicative leadership is enacted in social media dialogues in an organizational context. MethodologyThree months of posts, comments and likes from September to November 2018 were analyzed to find communicative leadership roles and communicative leadership behavior. FindingsThree types of communicative leadership seemed to appear in the study of the interactions between organizational members on ISM: Formal communicative leadership, co-constructed communicative leadership and peer communicative leadership. Furthermore, communicative leadership was identified in communicative acts such as setting directions, making sense, solving problems and listening.Research implicationsThe findings suggest that communicative leadership is co-constructed in interactions between managers and employees as well as in interactions among employees. In this respect, communicative leadership on internal social media is not only enacted by formal managers. It is just as much enacted by knowledgeable individual organizational members as well as being co-constructed between several employees. Originality/ValueThe findings help us understand leadership as a complex set of interactions in organizational contexts and that empowering communication on ISM can enchance employee engagement.Research paper

AB - AbstractPurposeThis paper explores interactions on internal social media (ISM) in a Danish Bank to understand how communicative leadership is enacted in social media dialogues in an organizational context. MethodologyThree months of posts, comments and likes from September to November 2018 were analyzed to find communicative leadership roles and communicative leadership behavior. FindingsThree types of communicative leadership seemed to appear in the study of the interactions between organizational members on ISM: Formal communicative leadership, co-constructed communicative leadership and peer communicative leadership. Furthermore, communicative leadership was identified in communicative acts such as setting directions, making sense, solving problems and listening.Research implicationsThe findings suggest that communicative leadership is co-constructed in interactions between managers and employees as well as in interactions among employees. In this respect, communicative leadership on internal social media is not only enacted by formal managers. It is just as much enacted by knowledgeable individual organizational members as well as being co-constructed between several employees. Originality/ValueThe findings help us understand leadership as a complex set of interactions in organizational contexts and that empowering communication on ISM can enchance employee engagement.Research paper

KW - Communicative leadership

KW - Internal social media

KW - Employee engagement

KW - Communicative acts

M3 - Paper without publisher/journal

ER -

Madsen VT. Communicative leadership on internal social media – a way to employee engagement?. 2019. Afhandling præsenteret på JOY - Using strategic communication to improve the quality of life, Zagreb, .