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Discussion
The theoretical
perspectives chosen by the researchers indicate that various influences
shape an individual’s perception of what is beneficial or useful.
According to value expectancy theory, expected value shapes attitude.
People weigh the positive and negative aspects of an issue with
regard to what they hope to achieve (Barge, 1994). Similarly, applying
uses and gratifications theory, commanders will use public affairs
in ways they feel will best facilitate their needs and the needs
of the unit, weighing effort versus perceived gratification (Schramm,
Lyle, & Parker, 1961). Leader-member exchange theory relates
to communication between superiors and subordinates and how that
shapes the relationships (Fisher & Ellis, 1990). This theory
is especially useful in examining the interpersonal relationships
between commanders and Public Affairs personnel.
Leaders who
are rated as supportive and have positive perceptions of public
affairs are likely to be knowledgeable in the uses and associated
rewards of implementing effective public affairs programs. From
the uses and gratifications perspective, supportive commanders will
likely score high in understanding the Public Affairs role in the
mission and effective uses of public affairs.
From a value
expectancy theory perspective, supportive commanders will likely
score high in their perception of the value of Public Affairs to
the overall mission. Supportive commanders will also demonstrate
more positive attitudes toward new media within the value expectancy
framework.
Finally, from
a leader-member exchange perspective, supportive commanders are
more likely to have positive perceptions of their Public Affairs
staff if their staff is competent and trustworthy.
Based on the
stated hypotheses, the researchers found that commanders' perceptions
of public affairs lead to the subsequent level of support. The commanders’
perception is based on their understanding of public affairs' role
and value in accomplishing the mission, their past and present experience
(both positive and negative) with public affairs personnel and their
attitude toward the news media. The researchers also found a correlation
between the commanders’ attitudes towards the media and their support
of Public Affairs programs.
There were considerable
differences between the results for the qualitative and quantitative
data. Overall, the results for the quantitative data were very positive.
From the perspective of the Public Affairs professionals, their
commanders have a fairly positive attitude toward the media. The
Public Affairs personnel also report a strong level of support from
their commanders and a positive perception of the Public Affairs
field.
However, when
asked to provide any additional comments, the Public Affairs personnel
responded with much more negativity with regard to their perception
of their commanders' attitudes, support, and perception. Of the
comments that were clearly negative or clearly positive, 64% of
the responses were negative.
From the perspective
of Public Affairs personnel, U.S. military commanders have a slightly
positive attitude towards the media (m=3.32, sd=.60). The Public
Affairs professionals surveyed have a more optimistic perspective
regarding how their commanders feel about Public Affairs. They somewhat
agree that their commanders have a positive perception of Public
Affairs (m=3.69, sd=.46). The highest level of agreement that Public
Affairs personnel report is their commanders' support for Public
Affairs (m=3.70, sd=.64).
As the researches
expected, a positive perception leads to greater support. If a commander
understands the vital role that Public Affairs plays on today's
battlefield, they will include Public Affairs as a mission essential
component.
Limitations
The limitation
of the research lies in the perceived understanding of the commanders’
perspective. The researchers cannot predict how the commanders themselves
would answer the survey questions. The results are based on the
Public Affairs professionals’ meta-meta perspective, or how they
think their commander feels. Cahn’s theory of perceived understanding
states that the perception of feeling understood is an important
factor in the relationship development process (Infante et al.,
1997). If the Public Affairs professionals perceive that they are
understood, they will be more likely to continue to interact with
their commanders, and vice versa. Cahn also states that as relationships
develop and mature, perceived understanding becomes more important.
The researchers
of this study argue that the opinion of the Public Affairs professionals
is in fact an important observation when correlating this data with
past studies done on actual feelings of commanders. If the Public
Affairs staff feels that they are understood and supported, they
will be much more likely to find their jobs rewarding and satisfying.
Future
Research
The researchers
realize that Public Affairs personnel are much more accessible than
senior commanders. Still, it would be very interesting to concurrently
survey both senior leaders and Public Affairs personnel in the same
service commands to rate their perception of the Public Affairs
command support. This research can be analyzed with respect to direct
working relationships and the perceptions of both parties regarding
commander support of public affairs. The researchers recommend that
a follow-on version of this survey eventually be sent to command
leaders with Public Affairs personnel. The results can be analyzed
to assess the major influences shaping leader’s perceptions and
attitudes toward Public Affairs from a individual unit perspective.
The commanders could also report their feelings about the press,
and how confident they are in the media to tell their mission story.
Another valuable project would be to survey the media, and rate
the level of support that they perceive from the Public Affairs
staff.
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