Department Chair and Faculty Perceptions of Organizational Communication in the Post COVID-19 Era

The purpose of this qualitative case study was to understand the perceptions and experiences of department chairs and full-time faculty with organizational communication during a time of organizational transition post COVID-19. Utilizing the conceptual framework of communication satisfaction developed by Downs and Hazen (1977), the study used semi-structured interviews and a thematic analysis of pandemic communications. Findings indicated that engagement, transparency, and clarity were essential in creating positive perceptions of communication with department chairs playing a critical role between upper-level administration and faculty. Facutly noted greater trust and satisfaction when communication allowed for two-way dialogue and was delivered through clear and supportive channels. Messages that were perceived as top-down or lacking transparency led to disengagement and dissatisfaction. The study highlights the role of department chairs as communicators and calls for more strategic and inclusive communication practices across multiple communication channels. Recommendations include communication training for leaders at institutions of higher education, greater faculty inclusion in decision-making, and ways to incorporate enhanced feedback from faculty. These findings contribute to research on leadership communication in higher education and offer valuable insights to institutions of higher education that are seeking to improve communication effectiveness during times of transition.