TY  - BOOK
AU  - Harrison,E.Bruce
AU  - Mühlberg,Judith
TI  - Leadership communication: how leaders communicate and how communicators lead in today's global enterprise 
T2  - Public relations collection,
SN  - 9781606498095
AV  - HF5718 .H275 2014
U1  - 658.45 23
PY  - 2014///
CY  - New York, New York (222 East 46th Street, New York, NY 10017)
PB  - Business Expert Press
KW  - Business communication
KW  - Leadership
KW  - advocacy
KW  - Arthur W. Page
KW  - best achievable outcomes
KW  - business purpose
KW  - CCO
KW  - chief communication officer
KW  - chief executive officer
KW  - collaboration
KW  - communication consulting
KW  - corporate character
KW  - corporate communications
KW  - corporate governance
KW  - corporate reputation
KW  - crisis communication
KW  - C-suite communication
KW  - culture change
KW  - employee value proposition
KW  - enterprise culture
KW  - influence
KW  - information flow
KW  - leadership communication skills
KW  - leadership presentation
KW  - leadership traits
KW  - leading change
KW  - shared value deals
KW  - social media analysis
KW  - stakeholder perception management
KW  - strategic communications
KW  - strategic leadership
KW  - strategy execution
KW  - strategy implementation
KW  - transformational change
KW  - vision
KW  - WIIFM
KW  - workplace motivation
KW  - Electronic books
N1  - Part of: 2014 digital library; Includes bibliographical references (pages 263-275) and index; Part I. The new model CCO: grasping the opportunity -- 1. What's in it for you? -- 2. Leadership is communication -- 3. Leadership traits -- 4. How communicators lead in the C-suite -- 5. Influence: replacing and reasserting "control" -- Part II. The influential CCO: skills and competence -- 6. Listening: where communication begins -- 7. Culture: understanding and influencing -- 8. CEO letter: leadership's cardinal communication -- 9. Language and presentation -- 10. Limits: corporate governance -- Part III. The working CCO: leadership in context -- 11. Crisis basics: "Topic A bad news" and the CCO -- 12. Crisis communication strategies and execution -- 13. Pre-crisis intelligence: SEC risk factors -- 14. Sustainable business communication: financial, social, and civic -- 15. Continuing the trustworthy deal -- References -- Index; Access restricted to authorized users and institutions
N2  - The quality of leadership in any organization--business, social, military, and government--is enhanced or limited by the quality of its leadership communication. The authors of this book, both of whom are experienced in the practice and study of enterprise communication, assert that leadership is given force by strategic communication that produces results required in competitive conditions. For the professional in enterprise communication, this brings into focus two questions: (1) What is the relevance of communication in the leadership process of reaching best achievable outcomes (BAOs)? and (2) How does the primary communication professional attain expert influence and success in a leadership position? This book provides insights and guidance on functioning at the highest levels of the corporate communications profession. This function by an individual identified in many companies as the chief communication officer (CCO) has risen in importance in free-enterprise economies, coincident with the evolution of social media, journalism, data analytics, government engagement, change management, and other factors shaping enterprise strategies and success. The book examines the enterprise CCO at three levels: the communicator rising toward, or newly positioned in responsibility for, enterprise communication; the CCO as a collaborator in leadership with others (chief executive and chief financial officer are examples of those with whom leadership communication is structured and driven); and the developed, influential communication chief dealing with missions, strategies, and the execution of enterprise vision. A detailed guidance is given on information flow that takes advantage of stakeholder perception management and the productive, enabled employee culture. Crisis communication in modern contexts is explained, with emphasis on precrisis intelligence gathering through social conversation analysis, and procedures for crisis communication management are drawn from cases provided by CCOs in author interviews and lectures in the authors' graduate classes at Georgetown University
UR  - https://ebookcentral.proquest.com/lib/aitie/detail.action?docID=1771352
ER  -