Enhancing service performance through transformational and transactional leadership styles

A M Farrell, A L Souchon, G R Durden

Research output: Contribution to conferencePaper

Abstract

This paper is concerned with the effects that leadership styles can have upon 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). Consequently, this paper develops a conceptual framework of the effect of leadership styles on service performance anchored in a cross-disciplinary literature review. Specific hypotheses are proposed and future research directions are presented.
Original languageEnglish
Publication statusPublished - 2000
EventEuropean Marketing Academy Conference (EMAC) - Rotterdam, The Netherlands, United Kingdom
Duration: 1 May 2000 → …

Conference

ConferenceEuropean Marketing Academy Conference (EMAC)
CountryUnited Kingdom
CityRotterdam, The Netherlands
Period1/05/00 → …

Fingerprint

Transactional leadership
Service performance
Transformational leadership
Leadership style
Staff
Organizational psychology
Services marketing
Research directions
Sales management
Conceptual framework
Literature review

Keywords

  • transactional leadership
  • transformational leadership
  • service-oriented behaviors

Cite this

Farrell, A. M., Souchon, A. L., & Durden, G. R. (2000). Enhancing service performance through transformational and transactional leadership styles. Paper presented at European Marketing Academy Conference (EMAC), Rotterdam, The Netherlands, United Kingdom.
Farrell, A M ; Souchon, A L ; Durden, G R. / Enhancing service performance through transformational and transactional leadership styles. Paper presented at European Marketing Academy Conference (EMAC), Rotterdam, The Netherlands, United Kingdom.
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Farrell, AM, Souchon, AL & Durden, GR 2000, 'Enhancing service performance through transformational and transactional leadership styles' Paper presented at European Marketing Academy Conference (EMAC), Rotterdam, The Netherlands, United Kingdom, 1/05/00, .

Enhancing service performance through transformational and transactional leadership styles. / Farrell, A M; Souchon, A L; Durden, G R.

2000. Paper presented at European Marketing Academy Conference (EMAC), Rotterdam, The Netherlands, United Kingdom.

Research output: Contribution to conferencePaper

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T1 - Enhancing service performance through transformational and transactional leadership styles

AU - Farrell, A M

AU - Souchon, A L

AU - Durden, G R

PY - 2000

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AB - This paper is concerned with the effects that leadership styles can have upon 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). Consequently, this paper develops a conceptual framework of the effect of leadership styles on service performance anchored in a cross-disciplinary literature review. Specific hypotheses are proposed and future research directions are presented.

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M3 - Paper

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Farrell AM, Souchon AL, Durden GR. Enhancing service performance through transformational and transactional leadership styles. 2000. Paper presented at European Marketing Academy Conference (EMAC), Rotterdam, The Netherlands, United Kingdom.