It takes three to tango: Leadership and hostility in the service encounter

Medler-Liraz, Hana; Kark, Ronit

doi:10.1016/j.leaqua.2011.11.007

Cited by 26 publications

(13 citation statements)

References 91 publications

(139 reference statements)

Supporting

Mentioning

Contrasting

Order By: Relevance

“…George, ; Kaplan, Bradley, Luchman, & Haynes, ; van Kleef, Homan, Beersma, Van Knippenberg, Van Knippenberg, & Damen, ). This was also shown for the effect of leadership behaviour (Dasborough & Ashkanasy, ; Medler‐Liraz & Kark, ; Sy, Cote, & Saavedra, ).…”

Section: Discussionmentioning

confidence: 54%

Motivated or Demotivated to Be Creative: The Role of Self‐Regulatory Focus in Transformational and Transactional Leadership Processes

2017

Self Cite

View full text Add to dashboard Cite

Numerous studies have recognised the importance of transformational leadership style for encouraging employees’ creativity. Self‐regulation studies have highlighted the influence of a promotion focus on employees’ creative behaviours. Yet both leadership and self‐regulation theories have paid less attention to the role transactional leadership style and situational prevention regulatory focus may play in affecting employees’ creativity. In this article we present a theoretical model which examines transformational and transactional leadership styles and both promotion and prevention situational self‐regulatory focus (SRF). The model suggests that while transformational leadership promotes creativity, at least partially by enhancing follower's situational promotion SRF, transactional leadership style (transactional active) is aligned with followers’ prevention situational SRF, which is associated with leaders’ hindering of followers’ creativity. Findings from two studies, an experimental study (N = 189) and a field study (N = 343 employees and 75 managers), support this model, showing that the relationship between different types of leadership and creativity are more complex than previously regarded. The theoretical and practical implications are discussed.

show abstract

Section: Discussionmentioning

confidence: 54%

Motivated or Demotivated to Be Creative: The Role of Self‐Regulatory Focus in Transformational and Transactional Leadership Processes

2017

Self Cite

View full text Add to dashboard Cite

show abstract

“…Moreover, in a high-quality LMX relationship, the leaders intend to have more trusted and supportive communications with their followers, and these communications can assist in decreasing the followers’ feeling of loss, frustration and even anger as a result of the frequent interactions with uncivil customers, thus engendering a positive appraisal of customer service (e.g., interpreted as an opportunity of self-challenge) for the followers. Employees with high-quality LMX relationships are more prone to favorably viewing their customers (Medler-Liraz and Kark, 2012). It is thus clear that employees in high-quality LMX relationships are provided with social resources by their supervisors which can mitigate the adverse influence of customer mistreatment to them.…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

The Work-Family Spillover Effects of Customer Mistreatment for Service Employees: The Moderating Roles of Psychological Detachment and Leader–Member Exchange

Zhang

Ferreira–Meyers

2019

Front. Psychol.

View full text Add to dashboard Cite

Past literature in the area of employee–customer interactions suggests that being mistreated by customers is deemed one of the most important work-related stressors for service employees. However, little is known about the effects of customer mistreatment on the family domain. In a representative sample of 221 front-line employees in the East China hairdressing industry using three separate surveys administered 1 month apart respectively, the current study explores the mediation effects of work-to-family conflict (WFC) and the moderation effects of psychological detachment (PD) and leader–member exchange (LMX) on the relationship between customer mistreatment and family satisfaction (FS). The research revealed that the employees confronted with intensive customer mistreatment tended to experience high levels of WFC, and WFC mediated the effects of customer mistreatment on FS. In addition, both PD and LMX attenuated customer mistreatment’s direct effects on WFC and indirect effects on FS (via WFC). This study contributes to the managerial psychology literature related to the customer mistreatment construct and a better understanding of how PD and LMX act as a work-family spillover effect moderator of customer mistreatment on individuals.

show abstract

“…Empirical and conceptual work has suggested that service failure in particular makes employees susceptible to customer mistreatment due to negative customer responses and behaviors (e.g., Medler-Liraz & Kark, 2012;Reynolds & Harris, 2009). For instance, McColl-Kennedy, Patterson, Smith, and Brady (2009) identified customer rage-related emotions and behaviors incited by service failure; they found that retaliatory and rancorous rage were linked with verbal and physical forms of customer mistreatment.…”

Section: Service Encounter Quality and Customer States As Proximal Anmentioning

confidence: 99%

Customer Mistreatment: A Review of Conceptualizations and a Multilevel Theoretical Model

Koopmann

Wang

Liu

et al. 2015

Research in Occupational Stress and Well-Being

194

View full text Add to dashboard Cite

It takes three to tango: Leadership and hostility in the service encounter

Cited by 26 publications

References 91 publications

Motivated or Demotivated to Be Creative: The Role of Self‐Regulatory Focus in Transformational and Transactional Leadership Processes

Motivated or Demotivated to Be Creative: The Role of Self‐Regulatory Focus in Transformational and Transactional Leadership Processes

The Work-Family Spillover Effects of Customer Mistreatment for Service Employees: The Moderating Roles of Psychological Detachment and Leader–Member Exchange

Customer Mistreatment: A Review of Conceptualizations and a Multilevel Theoretical Model

Contact Info

Product

Resources

About