Laizer
Edwin n 42691
Why
the new media environment needs old roles
The focus of my paper will be the quality of
political communication. We observe in our studies several trends, most of
which are interrelated. As longitudinal data indicate, citizens in most western
democracies show a decreasing interest in and knowledge of news on politics and
public affairs.
Those who show an interest in politics direct
their attention increasingly to partisan sources and interact, for instance on
social media, with people who think alike. Value changes in
‘post-post-materialistic societies’, the consequences of experienced ‘attacks
on the self’ through complex realities in the news, and a decreasing awareness
and use of professional media are some of the reasons for these developments.
Consequences are
(1) A growing proportion of people’s cognitions
that are not based on professionally created accounts of reality, and (2) A
diminishing proportion of such cognitions that are shared with other members of
society. The former attacks the validity of world views, the latter the
coherence of society. This makes the existence of professional journalism and
exposure to its products more crucial than ever.
What can and should society expect from the leaders of media
organizations?
The age of digital communication has thrown the
established media industry into disarray. Unceasing technological advance,
convergence between once distinct sectors, and profound changes in how
consumers engage with content has brought dynamism, complexity and uncertainty.
Virtually no ‘traditional’ media organizations
occupy positions in new media markets equivalent to the ones they held in the
‘old’ mass media ones.
It is unclear how well, or in some cases how long,
traditional media organizations will continue to fulfil mass media’s
traditional roles in the age of digital communication. The most important
change agent in any organization is the leader. It falls on their shoulders
to find a transition or even survival route in the age of digital
communication.
The fact
that very few traditional media organizations occupy a position in new digital
markets equivalent to the one they had in traditional markets attests to the
scale of this challenge. Although the leaders of media organizations are
frequently in the public spotlight, and their broader societal contributions
(or otherwise) often critiqued (think of Rupert Murdoch, Steve Jobs, or the
BBC’s recent
Director Generals), surprisingly little research
has been conducted into the role and responsibilities of the media leader. This
paper draws on management theory and interviews with serving and post leaders
in the media industry to explore the implications of digital transformation for
leadership. It reflects on role of leader from the perspective of the
organization, but also from that of society.
How can
media leaders not only sustain economic viability of their organizations (for some
a very significant challenge in itself), but also meet wider responsibilities?
How can and should they maintain quality as they inform, educate and entertain?
How can they respond to the opportunity that digital communication represents,
and foster growth and technological advance?
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