Abstract
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.
| Original language | English |
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| Publication status | Published - 1999 |
| Event | Australia and New Zealand Marketing Academy Conference 1999 - Sydney, Australia Duration: 28 Nov 1999 → 1 Dec 1999 |
Conference
| Conference | Australia and New Zealand Marketing Academy Conference 1999 |
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| Abbreviated title | ANZMAC 1999 |
| Country/Territory | Australia |
| City | Sydney |
| Period | 28/11/99 → 1/12/99 |