Cultural congruence or difference: A paired country investigation of leadership effectiveness in public relations

Abstract

Abstract The study investigated the interplay between cultural perceptions and leadership effectiveness in public relations and communication management. A group of senior public relations executives (n = 20) in two paired cultural contexts, London and Singapore, were interviewed. Results revealed their understanding of effective leadership skills in public relations practice in their unique cultural context. Participants mentioned diverse leadership attributes and qualities expected in excellent public relations leaders. At the cultural congruence level, participants indicated that the effectiveness of leadership is not solely based on national, regional or ethnic cultures; more often, it is heavily influenced by the institutional context and organizational culture. Practical implications and future research directions are also discussed.