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

Andrew M. Farrell, Anne L. Souchon, Geoffrey R. Durden

Research output: Contribution to conferencePaper

Abstract

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.
Original languageEnglish
Publication statusPublished - 2000
Event10th European Institute for Advanced Studies in Management (EIASM) Workshop on Quality Management in Services - Birmingham, United Kingdom
Duration: 1 May 2000 → …

Conference

Conference10th European Institute for Advanced Studies in Management (EIASM) Workshop on Quality Management in Services
CountryUnited Kingdom
CityBirmingham
Period1/05/00 → …

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    Farrell, A. M., Souchon, A. L., & Durden, G. R. (2000). A model of service performance enhancement: the role of transactional and transformational leadership. Paper presented at 10th European Institute for Advanced Studies in Management (EIASM) Workshop on Quality Management in Services, Birmingham, United Kingdom.