Does transformational leadership always matter in frontline service roles?

Abstract

Purpose The purpose of this paper is to examine the role of frontline service employees (FSEs) motivation (enjoyment of work and driven to work) and ability (customer service ability) in the relationship between TFL and employee service performance. Design/methodology/approach This is a survey-based study which involves 534 FSEs and 135 supervisors in a hair salon setting. Hierarchical regression analysis was used to test the proposed hypotheses. Findings Results show that TFL is significantly related to employee service performance; this relationship is enhanced with the presence of driven to work; yet, it is neutralized with the presence of enjoyment of work. Further, the three-way interaction of TFL, enjoyment of work and customer service ability as well as TFL driven to work, and customer service ability are negatively associated with employee service performance. Practical implications The results advance service managers’ understanding of the importance of FSEs motivation and ability if they are to fully reap the benefits from their FSEs. The role of leader is not always effective in all situations. FSEs with high level of enjoyment of work and customer service ability would least rely on the guidance and support from the supervisors. Originality/value This research is one of the first to examine the role of subordinate’s characteristics (motivation – enjoyment of work and driven to work and ability – customer service ability) as the key moderators in the relationship between TFL and employee service performance.

Paranoid personality and frontline employee’s proactive work behaviours: a moderated mediation model of empathetic leadership and perceived psychological safety

“…Past research has consistently demonstrated the significant role of a supportive work environment, such as leadership support, in encouraging positive and proactive work behaviours (Kim and Carlson, 2016; Sok et al , 2018). The perceived organisational support theory also underscores the crucial role of support at work to enhance employee performance (Kurtessis et al , 2017).…”

Believe to go the extra mile: the influence of internal CSR initiatives on service employee organizational citizenship behaviors

“…Furthermore, George (1990) and Wieseke et al (2009) indicated that management support is key to implementing the internal marketing process as leadership is instrumental in molding employees' awareness and cognition about their company. Managers who exhibit value-consistent behaviors create positive images, becoming role models in shaping employees' perceptions and behaviors (Sok et al, 2018;Wieseke et al, 2009). For example, to realize its vision of sustainability, the management of O'right, a green-oriented shampoo manufacturer and retailer, insists on eco-friendly products that use hazard-free ingredients and innovative green packaging design.…”

“…Further, social cause is often intangible and embedded in the practice of business management (Mory et al, 2016). Because managers' attitudes, actions and words play a critical role in the diffusion of intangible cues within organizations (Kennedy et al, 2003;Kirca et al, 2005), supervisors' genuine support of CSR contributes to frontline employees' understanding of what the company stands for (Gouthier and Rhein, 2011;Korschun et al, 2014;Sok et al, 2018). Therefore, if a manager supports socially responsible practices and activities in organizational processes, service employees are more likely to perceive the importance of the firm's CSR value and have positive attitudes about the firm.…”

“…The current issue and full text archive of this journal is available on Emerald Insight at: https://www.emerald.com/insight/2055-6225.htm employees from the internal marketing perspective (Korschun et al, 2014;Panagopoulos et al, 2016). As service employees' behaviors are critically related to the effectiveness and quality of both internal business operation and external service delivery (Homburg et al, 2009;Liao and Chuang, 2004;Sok et al, 2018), understanding the influence of employees' CSR perceptions on their attitudes and behaviors is crucial to the service management (Farooq et al, 2014). However, this topic has drawn limited attention of researchers.…”

Paradigm of new service development projects (NSDPs): “One Basket Fits all”

“…Project leadership requires a new dimension by using authentic style of leadership in order to adapt and meet the changing needs of the relevant stakeholders for 21st century products or service-intensive industry. In considering the relevance of leadership, a number of researchers explain its significance, while others have given considerable attention to AL style (Sok et al, 2018;Lloyd-Walker and Walker, 2011;Yang et al, 2011). There has been little empirical research on the moderating role of AL on the relationship between CFI and the success of NSDP (Zhu et al, 2019;Khan et al, 2014).…”