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Final Dissertation Ryan Castle.pdf (1.29 MB)

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Exploring the Impact of Leadership Communication on Change Managers’ Perception of Crisis-Driven Change at U.S.-Based Fortune 100 Financial Service Companies

Castle, Ryan C.
http://rave.ohiolink.edu/etdc/view?acc_num=frank1698508438922223

Abstract Details

2023, Doctor of Education (Ed.D.) in Organizational Leadership , Franklin University, Business Administration.
Change is difficult. A process inherently challenging and uniquely individual, change involves transitioning individuals from a state of comfort and normalcy to an uncomfortable and stressful period of transition, ultimately leading to a new, often unfamiliar future state. This difficulty is exacerbated during crises when clarity and trust become paramount. This study employs a descriptive phenomenological approach to examine the lived experiences of change management employees navigating change within organizations. Four overarching themes emerged from the analysis. First, inconsistent messaging from different management levels engendered confusion and uncertainty. Second, the perceived lack of transparency and honesty in leadership communications resulted in mistrust, misinformation, and erosion of leadership credibility. Third, regardless of the content of the communication, the chosen channel and its frequency emerged as key indicators shaping participant perceptions. Finally, the study revealed that how leadership conveyed messages and treated employees in terms of perceived honesty, responsiveness, and prioritization strongly reinforced participants' existing crisis-related perceptions. Additional findings were also examined, including how the participants reported distinct perspectives on leadership, communication, and organizational performance during crises. In response to the findings, the author introduces a unified crisis communications model to optimize leadership communication strategies and employee experiences during crisis events. This model integrates key elements derived from the study, emphasizing consistency, transparency, and strategic use of communication channels. By addressing the identified challenges and leveraging the model, organizations may enhance their ability to navigate change during crises, fostering resilience and sustaining stakeholder trust.
Patrick Bennett (Committee Chair)
Jeffrey Ferezan (Committee Member)
Yuerong Sweetland (Committee Member)
127 p.
Communication; Management; Organization Theory; Organizational Behavior
organizational leadership; change management; communication; perception; crisis; leadership; change adoption; change resistance

Recommended Citations

Citations

  • Castle, R. C. (2023). Exploring the Impact of Leadership Communication on Change Managers’ Perception of Crisis-Driven Change at U.S.-Based Fortune 100 Financial Service Companies [Doctoral dissertation, Franklin University]. OhioLINK Electronic Theses and Dissertations Center. http://rave.ohiolink.edu/etdc/view?acc_num=frank1698508438922223

    APA Style (7th edition)

  • Castle, Ryan. Exploring the Impact of Leadership Communication on Change Managers’ Perception of Crisis-Driven Change at U.S.-Based Fortune 100 Financial Service Companies. 2023. Franklin University, Doctoral dissertation. OhioLINK Electronic Theses and Dissertations Center, http://rave.ohiolink.edu/etdc/view?acc_num=frank1698508438922223.

    MLA Style (8th edition)

  • Castle, Ryan. "Exploring the Impact of Leadership Communication on Change Managers’ Perception of Crisis-Driven Change at U.S.-Based Fortune 100 Financial Service Companies." Doctoral dissertation, Franklin University, 2023. http://rave.ohiolink.edu/etdc/view?acc_num=frank1698508438922223

    Chicago Manual of Style (17th edition)

frank1698508438922223
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© 2023, all rights reserved.
This open access ETD is published by Franklin University and OhioLINK.