A model of service performance enhancement:the role of transactional and transformational leadership


This paper is concerned with the ways in which transactional and transformational leadership styles can improve the service performance of front-line staff. Past literature on services marketing has indicated the importance of leadership but has largely ignored the parallel literature in which leadership styles have been conceptualized and operationalized (e.g., sales management, organizational psychology). This paper seeks to build upon existing services marketing theory by introducing the role of leadership styles in enhancing service performance. Consequently, a conceptual framework of the effect of transactional and transformational leadership styles on service performance, anchored in a crossdisciplinary literature review, is developed. Managerial implications and future research directions are also discussed.

Divisions: College of Business and Social Sciences > Aston Business School > Marketing & Strategy
Event Title: 10th European Institute for Advanced Studies in Management (EIASM) Workshop on Quality Management in Services
Event Type: Other
Event Dates: 2000-05-01
Last Modified: 26 Dec 2023 09:51
Date Deposited: 15 Oct 2009 15:52
PURE Output Type: Paper
Published Date: 2000
Authors: Farrell, Andrew M. (ORCID Profile 0000-0002-5903-3611)
Souchon, Anne L.
Durden, Geoffrey R.


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