The purpose of this study was to explore the relationship between organizational leaders’ internal communication efforts, employees’ work engagement, and their public relations performance. Findings from a survey of public relations agency employees in South Korea (N = 100) indicate that transparent employee communication, having three dimensions of sufficient and accessible information, accountability/authenticity, participation/ openness, would not only enhance employees’ reputation perceptions toward their own organizations (B = .54), but also foster job engagement (B = .41), and their willingness to adopt an accommodative stance to public (B = .41). Findings are discussed in terms of how organizational leaders (i.e., that include top management, managers, and unit supervisors) can inspire greater workplace performance.
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Abstract Introduction Literature Review Open Communication with Employees and the Influence of Key Individual Transparent Communication Efforts by Organizational Leaders Leaders’ Transparent Communication Efforts and Employees’ Work Engagement Leaders’ Transparent Communication Efforts and Employees’ Public Relations Practice Method Design Participants Measurements Results Hypothesis Testing Discussion Transparent Internal Communication to Foster Employees’ Work Engagement Leaders’ Transparent Communication Efforts and Organizational Reputation Leader Transparency and Employees’ Adoption of Public Relations Stance Sufficient and Accessible Information, Accountability / Authenticity, Participation / Openness Conclusion References