Symmetrical Behavior, Decision Making, and the Quality of Supervisor-Practitioner Relationship in US Air Force Public Affairs.

This study used the ideal of symmetrical public relations to evaluate public relations decision making in the United States Air Force. However, the study adopted the viewpoint that public relations practice is a series of individual choices that each lie along a continuum from total one way asymmetry to perfect two way symmetry. This study employed conjoint analysis to study the utility practitioners assign to different levels of symmetric public relations behavior. Specifically, this study examined the trade off between symmetrical and asymmetrical practice, one way and two way communication, and the context involved during a practitioners decision making process. This was done by exposing practitioners to hypothetical, realistic, choice situations in a dynamic choice environment and calculating the utility they assigned to different levels of symmetrical practice. Besides exploring decision making behavior itself, this study also examined the possible effects Quality of Leader Member Exchange, experience, gender, and other demographic factors may have on decision making. Quality of Leader Member Exchange had a significant effect on decision making in a few instances and provided some evidence of protective behavior in those subordinates who had better quality relationships with their supervisors. The study found that, in general, women reported a significantly lower Quality of Leader Member Exchange and had significantly less experience than their male counterparts. However, gender and experience had few significant main effects on utility. Utilities for symmetrical practice varied between the three scenarios. Results show that practitioners found it reasonable to employ asymmetric communication techniques to achieve symmetric goals and vice versa.