Transformational Leadership, High-Performance Work System Consensus, and Customer Satisfaction

Ingo Weller*, Julian Süß, Heiner Evanschitzky, Florian von Wangenheim

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review


We use human resources (HR) system strength theory to argue that transformational leadership leads to employee consensus on a unit’s high-performance work system (HPWS), that consensus helps align employee attitudes, and that a compression in attitudes facilitates strategy execution and unit-level outcomes. Empirical tests based on a 4-year linked employee–customer panel data set, involving 255 do-it-yourself stores, support our predictions. Transformational leadership is positively related to HPWS consensus. Consensus is negatively associated with unit-level job satisfaction dispersion, which in turn relates positively to unit-level customer satisfaction. Our study makes important contributions to the strategic HR and HR system strength literatures, highlighting the roles of leadership and employee consensus in strategy execution.

Original languageEnglish
Pages (from-to)1469-1497
Number of pages29
JournalJournal of Management
Issue number8
Early online date14 Jan 2019
Publication statusPublished - 1 Nov 2020

Bibliographical note

This article is distributed under the terms of the Creative Commons Attribution-NonCommercial 4.0 License ( which permits non-commercial use, reproduction and distribution of the work without further permission provided the original work is attributed as specified on the SAGE and Open Access pages (


  • employee consensus
  • high performance work systems
  • human resource system strength
  • job satisfaction dispersion
  • linked employee–customer panel data
  • transformational leadership


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