Journal of Public Relations Research

Englehardt, Kimberly Joy; Sallot, Lynne M.; Springston, Jeffrey K.

2004 Journal of Public Relations Research

doi: 10.1207/s1532754xjprr1602_1

Outgoing corporate messages used by ValuJet in the 1st month after the crash of its Flight 592 and the media coverage published in 2 newspapers were content analyzed and compared. ValuJet used both mortification and ingratiation strategies as predicted by Coombs'(1995) accident decision flowchart, but the repertoire needs expanding to include corporate statements that express concern and sympathy without accepting blamesuch as anadditional strategy, "compassionwithout blame." Also, organizations in crisis need to be prepared to weather the initial media onslaught because more than 50% of the 1st month's coverage was published in the first 6 days postcrisis.

Aldoory, Linda; Toth, Elizabeth

2004 Journal of Public Relations Research

doi: 10.1207/s1532754xjprr1602_2

This study used a quantitative survey and qualitative focus groups to examine perceptions of leadership styles, sex differences in these perceptions, and opinions about the gendered nature of leadership in public relations. In summary, the focus group data supported survey results that indicated a strong preference for transformational leadership style over transactional leadership. However, there was also strong evidence for a preference for situational leadership. Findings are interpreted within the frameworks of public relations theory and gender theory.

David, Prabu

2004 Journal of Public Relations Research

doi: 10.1207/s1532754xjprr1602_3

The professional values, practice, and pragmatics (3Ps) model is a framework to evaluate professional values and the practice of public relations within the context of situational pragmatics. In essence, this is a move from the two-way symmetrical model to a three-dimensional space anchored by professional values, practice, and pragmatics. The pragmatics dimension is developed from three subdimensions: threat versus opportunity, uncertainty, and perceived control. In addition, symmetry and skills have been reorganized into core professional values and professional practice, each with three subdimensions of their own.