Articles

Communicating Women’s Leadership in Higher Education: A Gendered Perspective on Visibility, Voice, and Recognized Authority

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Greater media visibility of women university leaders does not necessarily ensure equivalent recognition of their professional expertise, decision-making authority, or public voice. This conceptual article develops an integrative framework for examining how women’s leadership is communicated in higher education through a gender-sensitive lens. Drawing on an interpretive synthesis of scholarship on gendered organizations, role congruity, framing, feminist discourse analysis, and dialogic public relations, the article distinguishes three analytically separate phenomena: media visibility, representations of authority, and audiences’ recognition of authority. It proposes the Gendered Leadership Image-Communication Framework (GLICF), which connects five communicative stages with four dimensions for analyzing messages. Its central contribution is to articulate the visibility-authority gap: prominent representation does not necessarily convey a leader’s substantive agency or generate public recognition of her authority. Four theoretical propositions specify potentially testable relationships and their contextual qualifications. As a conceptual contribution rather than an empirical investigation, the framework should be treated as a research agenda whose assumptions require testing through content analysis, audience research, and experimental designs.

Optimizing Company Profile as a Public Communication Tool in Educational Institutions

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This study aims to analyze the public communication strategy implemented by Bimbel CEC, a non-formal educational institution, through the use of its company profile. The company profile functions not merely as an informational medium but as a strategic communication tool to build institutional image, convey vision and mission, and reach wider audiences, including prospective franchise partners. This research adopts a descriptive qualitative approach, with data collected through in-depth interviews with two key informants: the Chief Executive Officer and the Co-Founder. Data analysis was conducted using NVivo software with thematic coding to identify key themes. The findings reveal that Bimbel CEC employs a multi-channel communication strategy, utilizing digital, print, electronic, and face-to-face media in an integrated manner. Message formulation emphasizes structured content, audience-based customization, visual storytelling, and soft selling approaches. Strategic adjustments are made regularly in response to technological advancements, curriculum changes, and social media trends. This study concludes that the company profile is not only a promotional asset but also a dynamic communication medium that embodies the institution’s values and positioning aligned with Kotler’s concepts of integrated marketing communication and strategic branding.

Enhancing Public Relations (PR) as the Focus of Integrated Marketing Communication (IMC) for CRG Indonesia

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This study investigates methods to improve Public Relations (PR) within Integrated Marketing Communication (IMC) for CRG Indonesia, paying attention to the key challenges encountered in media relations, event management, and community engagement/Corporate Social Responsibility (CSR). Through conducting qualitative analysis and interacting with stakeholders, the research has found that there is a requirement for content which can be tailored to specific locations, a more solid sustainability message, and enhanced digital interaction. The findings show that CRG’s current public relations strategies have to be better aligned with local sensitivities and company goals. The recommended enhancements involve establishing more robust media connections, implementing thorough event organization, and integrating corporate social responsibility initiatives to cultivate community confidence. The implementation plan utilizes digital platforms, establishes explicit CSR objectives, and adheres to a comprehensive timeline based on the AISAS (Attention, Interest, Search, Action, Share) model. This strategy ensures effective involvement and extensive understanding among all parties involved. By implementing such strategies, CRG Indonesia may enhance its prominence, convey its dedication to sustainability, and establish a robust public relations structure that aids both short-term and long-term business goals.