analysis indicates that CEOs and chairs with military experience are associated with a more positive tone in corporate narrative disclosures. Importantly, their presence is associated with greater use of positive language rather than a reduction in the frequency of negative statements. This finding suggests an emphasis on conveying confidence and stability in corporate communications. CULTURAL LANDSCAPE The imprinted values mentioned above align with cultural expectations in China, reinforcing the adoption of a positive tone. For military-experienced leaders, this tone becomes essential to advancing both their personal and organisational image. They transfer their military credibility into the corporate domain, strengthening their legitimacy and signalling a commitment to long-term success. Beyond this, Confucian values emphasise hierarchical structures and collective harmony, and this influences leadership styles and communication patterns. The concept of ‘li’ guides proper conduct and etiquette and reinforces respect for authority and seniority. In corporate settings, this presents as centralised decision-making and clear chains of command, aligning naturally with military experience. This encourages military-influenced executives to adopt a positive communication style that highlights team achievements and collective goals. Then there is ‘face’. This encompasses a person’s reputation, dignity and social standing. It maintains social harmony and projects a positive image, something military leaders might prioritise in disclosures to enhance their personal profile and reflect their organisation’s commitment to excellence and reliability. Added to this, alignment with the Chinese Communist Party’s (CCP) priorities guides corporate decisionmaking and disclosure tone across China. The CCP exerts substantial influence over business practice through an extensive framework of laws and policies, and emphasises stability, economic development and social harmony. Executives are required to navigate these frameworks and ensure communications are transparent and accountable, aligning with national goals. Given their backgrounds, military-experienced leaders may feel a heightened obligation to reflect these priorities. This further supports a positive tone in corporate communications, reinforcing company credibility and trustworthiness by projecting a responsible and progressive image. It also aligns with national values and patriotic sentiments, emphasising positive and strategic narratives, progress and collective achievement. Companies highlight contributions to economic growth and societal development, enhancing their image and reputation, which in turn fosters brand loyalty and reinforces their market position. UTILISING STRENGTHS These military-experienced executives have often demonstrated resilience in times of crisis before moving into the corporate realm. This reinforces in them a preference for a positive, steady disclosure tone. They apply structured leadership and crisis management training to maintain stability in turbulent times, which is likely reflected in corporate disclosures. Military-experienced leaders can evoke profound patriotic sentiments due to their association with national defence and service to the country. This can elicit feelings of admiration and loyalty among employees, investors and the public. By emphasising their values in communications, leaders can reinforce a company’s role as a valuable contributor to the nation’s well-being. For Chinese companies, hiring militaryexperienced leaders can fortify their reputation and image. These leaders bring experience, discipline, strategic thinking, resilience and a commitment to ethical behaviour. Added together, these help drive organisational success – something they are sure to communicate in corporate reports. FIFTY FOUR DEGREES | 49 Emad Noureldeen is a Research Associate and PhD researcher in the Department of Accounting and Finance at Lancaster University Management School. The article Commanding corporate narratives: How military-experienced leaders shape corporate communication, by Emad Noureldeen, of Lancaster University Management School; Dr Karim Mahran, of Southampton Business School; and Dr Ahmed A. Elamer, of Alfaisal University, Saudi Arabia, is published in The Leadership Quarterly. emad.noureldeen@lancaster.ac.uk
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