Leadership and public relations in two emerging markets: A comparative study of communication management in Latvia and Russia

•This study uses an online survey to investigate perceptions of leadership among public relations practitioners in two emerging markets—Latvia and Russia.•Compared to their Russian colleagues, Latvian participants gave higher scores to all survey items.•Dealing with the speed and volume of information flow was rated as the most important issue both in Latvia and Russia.•The most important leadership ability in both countries was the capability to participate in the organizational strategic-decision making regarding the issue.•Compared to their Latvian colleagues, Russian participants were highly concerned with finding, developing and retaining talented communication professionals.

This study investigates perceptions of public relations leadership in two emerging markets—Latvia and Russia—via an online survey of a diverse pool of public relations practitioners. This effort is guided by Meng and Berger’s (2013) model of excellent public relations leadership. Additionally, this study moves a step further by seeking to understand how national sociopolitical contexts shape leadership in public relations. Results show a number of similarities and differences in Latvian and Russian participants’ interpretations of professional leadership. Gaining access to the dominant coalition, or decision-making authority in the organization is perceived as an important ability in both countries. Challenges of talent management are more acute in Russia than Latvia.