Climate is conceptualized as employee perceptions of one or more strategic imperatives made manifest through work place routines and rewards. Service was the strategic imperative studied here. Notes from 97 panel interviews with 350 financial service company employees were analyzed for content to explicate the themes panelists use when asked to discuss the service climate of their organization. Quantitative analyses of the 33 coded themes revealed the routines and rewards most strongly related to service passion: responsiveness to consumers, hiring procedures (who and how), training (availability and content), and the way service is delivered. Some themes were also significantly related to a survey measure panelists completed giving their perceptions of customer views of service. Both the substantive findings and the content analysis methodology are discussed and implications for future climate research are identified.The goal of the present research was to capture a broad range of issues that might be related to service climate. A qualitatively oriented methodology, content analysis, was chosen for this task. In what follows, first, we briefly review the literatures on general organizational climate and climate for service. Next, we present the role of content analysis in qualitative organizational research. We follow this overview of the methodological foundation for the present research by a description of the research and results. Climate DefinedEmployees' perceptions of the events, practices, and procedures as well as their perceptions of the behaviors that are rewarded, supported, and expected constitute the climate of the work setting (cf. Schneider, 1990;Schneider & Rentsch, 1988). Just as different climates can exist for each organization, job, or work group, different climates can also exist for various organizational goals or organizational imperatives. For example, there are climates for safety, climates for productivity, and climates for service (Schneider & Gunnarson, 1990).Early climate research typically did not have a specific focus; instead, it considered broad organizational issues such as leadership and interpersonal relationships (e.g., Fleishman, 1953; We appreciate the cooperation of the three organizations studied. They made participants available to us and coordinated the internal chores associated with this project. We thank our two terrific coders, Teresa Bruno and Amy Simoneau LeVoci, without whom these data would probably still be languishing in a file drawer.We also thank Sarah Gunnarson, Rick Guzzo, Paul Hanges, Katherine Klein, and the three anonymous reviewers who provided valuable feedback on earlier versions of this article.
Purpose -Seeks to examine the interaction effect of leadership and follower characteristics on follower self-leadership, using hierarchical linear modeling. Design/methodology/approach -Longitudinal data were collected using a questionnaire at two points in time, with ten weeks between each collection. These data facilitate the causal inference between leadership and follower need for autonomy (wave 1) and follower self-leadership behaviors (wave 2). Hierarchical linear modeling (HLM) was used to analyze the hierarchical structure data. Findings -Both empowering and directive leadership (group level) interacted with follower's need for autonomy (individual level) to enhance subsequent follower self-leadership (individual level). That is, empowering leadership had a stronger positive effect on followers who were high on the need for autonomy, and directive leadership had a stronger negative effect on followers who were high on the need for autonomy. In summary, the influence of leadership on follower self-leadership was contingent on follower need for autonomy. Overall, the results supported the view that attributes of the follower can be an important element in contingency theories of leadership. Research limitation/implications -This study does not include other possible individual characteristics, group level characteristics, and organizational level or environmental characteristics. A future research design might include organizational-level characteristics. Practical implications -Both the leadership context and the trait of the individual employee work hand in hand to produce true self-leadership. Therefore, organizations need to develop empowering leaders who will, in turn, develop followers who are effective at self-leadership. Originality/value -This research contributes to the literature by testing a contingency model of leadership and follower self-leadership. This study also demonstrated the usefulness of HLM to test interaction effects between group-level variables and an individual-level variable on individual-level dependent variables.
This study examines the effects of leaders' self-awareness of their own leadership on followers' satisfaction, selfleadership, and leader effectiveness. A leader's self-awareness was conceptualized as the degree of similarity between the leader's self-description and his or her followers' descriptions of leader behaviors. Transformational and empowering leadership are measured from 48 leaders and 222 of their followers. Results from confirmatory factor analyses provide support for two types of leadership: transformational and empowering. Results from polynomial regression analyses indicate that self-awareness of transformational leadership is related to leader effectiveness and followers' supervisory satisfaction. In contrast, self-awareness of empowering leadership is related to followers' self-leadership. These effects of leadership self-awareness extend beyond the direct effect of leadership on the outcome variables.
If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.Abstract Extends the transactional-transformational model of leadership by deductively developing four theoretical behavioral types of leadership based on a historical analysis of leadership literature. Then, in an exploratory empirical phase, uses two data sets to inductively develop alternative models of leadership types. Finally, with a third data set, tests several theoretically plausible typologies using second-order confirmatory factor analysis (CFA). The results of the CFA generally support the existence of four leadership types: directive leadership, transactional leadership, transformational leadership, and empowering leadership.
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