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

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Abstract

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.

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

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Details

Original languageEnglish
JournalJournal of Management
Early online date14 Jan 2019
DOIs
Publication statusE-pub ahead of print - 14 Jan 2019

Bibliographic note

This article is distributed under the terms of the Creative Commons Attribution-NonCommercial 4.0 License (http://www.creativecommons.org/licenses/by-nc/4.0/) 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 (https://us.sagepub.com/en-us/nam/open-access-at-sage).

    Keywords

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

DOI

Employable Graduates; Exploitable Research

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