A model of transactional and transformational leadership for services personnel

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

Research output: Contribution to conferencePaper

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 languageEnglish
Publication statusPublished - 1999
EventAustralia and New Zealand Marketing Academy Conference 1999 - Sydney, Australia
Duration: 28 Nov 19991 Dec 1999

Conference

ConferenceAustralia and New Zealand Marketing Academy Conference 1999
Abbreviated titleANZMAC 1999
CountryAustralia
CitySydney
Period28/11/991/12/99

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    Farrell, A. M., Souchon, A. L., & Durden, G. R. (1999). A model of transactional and transformational leadership for services personnel. Paper presented at Australia and New Zealand Marketing Academy Conference 1999, Sydney, Australia.