Charismatic leadership and public service recovery performance

Thao, Vo Thanh

doi:10.1108/mip-06-2017-0122

Cited by 26 publications

(31 citation statements)

References 77 publications

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“…Sample items are “Considering all the things this employee does, he/she handles dissatisfied customers quite well” and “This employee doesn’t mind dealing with complaining customers.” Response options included a five-point scale (5= strongly agree to 1= strongly disagree). The SRP scale utilized in our study also received empirical attention in the extant research (Karatepe and Olugbade, 2016; Tuan and Thao, 2018). The coefficient α for SRP was 0.841.…”

Section: Methodsmentioning

confidence: 99%

The effects of nonwork and personal resources on frontline bank employees’ work engagement and critical job outcomes

Karatepe

Ozturk²,

Taegoo

2019

IJBM

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Purpose The purpose of this paper is to propose a research model that investigates work engagement as a mediator of the effect of family support on proclivity to leave work early, in-role performance (IRP), service recovery performance (SRP) and extra-role performance (ERP). The research model also examines work engagement as a mediator of the impact of self-efficacy on the aforesaid outcomes. In addition to these relationships, the study assesses self-efficacy as an underlying mechanism linking family support to work engagement. Design/methodology/approach The authors employed a time-lagged design. Specifically, data were obtained from frontline bank employees (FBEs) in Russia in three waves, within one week time intervals. FBEs’ performance outcomes were rated by their managers. Findings As hypothesized, self-efficacy and family support foster FBEs’ work engagement, which in turn reduces proclivity to leave work early and activates IRP, SRP and ERP. In line with the study predictions, the findings highlight the impact of self-efficacy in the intermediate linkage between family support and work engagement. Practical implications Management should organize workshops where FBEs’ family members are invited to participate. In such workshops, they can understand the nature of frontline service jobs in the competitive banking environment and are expected to provide support to FBEs. This is significant because family support influences work engagement directly and indirectly through self-efficacy and affects the above-mentioned performance outcomes only via work engagement. Training programs should not only focus on the development of knowledge, skills and abilities for service delivery and complaint handling but also center on the costs arising from nonattendance behaviors/intentions. As a result, these programs should make FBEs minimize such intentions. Originality/value Work engagement is still a timely topic and there have been calls for the identification of factors influencing work engagement and its consequences among frontline employees. Therefore, our study uses family support and self-efficacy as the two crucial resources that can influence employees’ positive psychological states and their work performance. Further, using solid theoretical underpinnings such as conservation of resources, social information processing, and job demands-resources theories, our study is the first to link family support and self-efficacy to multiple performance outcomes and nonattendance intentions via work engagement among FBEs.

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Section: Methodsmentioning

confidence: 99%

The effects of nonwork and personal resources on frontline bank employees’ work engagement and critical job outcomes

Karatepe

Ozturk²,

Taegoo

2019

IJBM

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“…As a first step in providing quality customer service, successful leaders have encouraged their followers to develop strong service standards throughout service delivery. Previous research indicates that charismatic leaders inspire their subordinates by developing confidence in their ability to simultaneously implement customer service provision and sales operations [5,53]. They also encourage salespeople's desire to learn, thereby enhancing their ability to explore service-sales ambidexterity [34].…”

Section: The Moderating Role Of Salesperson' Motivation Opportunity and Abilitymentioning

confidence: 99%

“…The present study is built on the MOA framework and takes the unique initiative of examining the moderating effect of motivation, opportunity and ability on service-sales ambidexterity in the presence of charismatic leadership. Recent research indicates that charismatic leaders motivate their subordinates by building confidence in their ability to simultaneously integrate customer service and sales operations [5,92]. In particular, engaging in the behavior is a key requirement for engaging in service-sales ambidexterity (i.e., ability-related factors play a moderating role between antecedents).…”

Section: Theoretical Implicationsmentioning

confidence: 99%

“…According to a meta-analysis on ambidexterity [3], contextual factors significantly influence both positive and negative employees' ambidexterity. Charismatic leadership is one of these contextual factors [4,5]. In contrast to prior research on service-sales ambidexterity that has focused on management control systems as its antecedents [6], we prefer charismatic leadership as a managerial antecedent that motivates salespeople with a sustainable vision and motivates them to engage in service-sales ambidextrous behavior.…”

Section: Introductionmentioning

confidence: 97%

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Understanding the Antecedents and Consequences of Service-Sales Ambidexterity: A Motivation-Opportunity-Ability (MOA) Framework

Borjali

Asif

et al. 2021

Sustainability

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Drawing on the motivation, opportunity and ability (MOA) framework, we investigate the influence of charismatic leadership on salespeople’s service and sales activities—termed service-sales ambidextrous (SSA) behavior, which subsequently turn into service recovery performance outcomes. The primary aim of this research is to strengthen salespeople’s service quality in parallel to their selling activities while recovering a service failure. We validate the model using a sample of 344 business-to-business salespeople using partial least square structural equation modeling (PLS-SEM) technique. Study results show that charismatic leadership is positively and significantly related to service-sales ambidexterity. Likewise, service-sales ambidexterity has a positive and significant relationship with service recovery performance and adaptive selling behavior. Moreover, we found a significant relationship between adaptive selling behavior and service recovery performance. The results further specify that salesperson motivation, opportunity and ability to engage in SSA significantly moderate the relationship between charismatic leadership and service-sales ambidexterity. The results suggest the need for training programs that provide the salesperson with opportunities to understand the simultaneous implementation of selling strategies while also providing customer services.

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“…Service companies strive to retain employees who can take advantage of job and personal resources to perform effectively in the workplace. This is important because customer-contact employees can return aggrieved customers to satisfaction after service failures and contribute to the organization via higher creative performance (Karatepe and Vatankhah, 2014;Tuan and Thao, 2018). However, job insecurity which refers to "[…] the subjective experience of being threatened by job loss […]" (Schaufeli, 2016, p. 33) is a significant problem in many industries, including the ones that employ salespeople (Chaker et al, 2016), and leads to substantial costs.…”

Section: Introductionmentioning

confidence: 99%

Antecedents and outcomes of job insecurity among salespeople

Bouzarı

Karatepe

2018

MIP

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Purpose The purpose of this paper is to examine the impacts of job resources, as manifested by selective staffing, training (TR), and career opportunities, on job insecurity and the influence of job insecurity on hope, job satisfaction, and creative performance. By investigating these relationships, the present study also aims to provide the managers the ways by which they can foster job resources, reduce job insecurity, and activate hope and job outcomes of their salespeople. Design/methodology/approach Data came from hotel salespeople in Iran. Structural equation modeling was used to test the aforesaid relationships. Findings The empirical data lend support to the overwhelming majority of the relationships. Specifically, job insecurity and hope act as mediators of the impacts of job resources on job satisfaction. Job satisfaction mediates the impacts of job insecurity and hope on creative performance. Contrary to what has been hypothesized, job insecurity positively influences salespeople’s hope. Such salespeople in turn exhibit higher job satisfaction. In addition, job resources do not significantly influence hope via job insecurity. Practical implications Management should invest in job resources to reduce job insecurity. Management should also try to hire individuals high on hope since hope is treated as a malleable variable and can be developed via TR interventions. Workshops can be organized to enable junior salespeople to learn senior salespeople’s practices regarding the solutions to new customer requests and problems. Originality/value Job insecurity is an endemic problem in many industries and there is a lack of empirical research about the intermediate linkage between job insecurity and employees’ job outcomes. There is also a need for more research to ascertain the factors influencing job insecurity.

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Charismatic leadership and public service recovery performance

Cited by 26 publications

References 77 publications

The effects of nonwork and personal resources on frontline bank employees’ work engagement and critical job outcomes

The effects of nonwork and personal resources on frontline bank employees’ work engagement and critical job outcomes

Understanding the Antecedents and Consequences of Service-Sales Ambidexterity: A Motivation-Opportunity-Ability (MOA) Framework

Antecedents and outcomes of job insecurity among salespeople

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