A model of transactional and transformational leadership for services personnel


This paper is concerned with the effects that leadership styles (i.e., transactional and transformational) can have upon the level of front-line employees’ service delivery quality. Previous literature has mostly looked at leadership and its effects upon subordinates within a sales, psychology, or human resources context. However, due to the idiosyncrasies inherent in services (i.e., intangibility, heterogeneity, perishability, and inseparability), it is likely that, in such a context, different leadership styles will effect performance outcomes. Consequently, this paper seeks to expand the services marketing literature by developing a conceptual framework of leadership style effects adapted to the field of services marketing. Of particular importance are the effects that leadership styles have upon front-line employee “motivators” and service-related job outcomes. Specific hypotheses are developed and future research directions are also presented for consideration.

Divisions: College of Business and Social Sciences > Aston Business School > Marketing & Strategy
Event Title: Australia and New Zealand Marketing Academy Conference 1999
Event Type: Other
Event Dates: 1999-11-28 - 1999-12-01
Last Modified: 26 Dec 2023 09:51
Date Deposited: 15 Oct 2009 15:44
PURE Output Type: Paper
Published Date: 1999
Authors: Farrell, Andrew M. (ORCID Profile 0000-0002-5903-3611)
Souchon, Anne L.
Durden, Geoffrey R.


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