Article2013

Aligning employee service recovery performance with brand values: The role of brand-specific leadership

Khanyapuss Punjaisri · Heiner Evanschitzky · John Maynard Rudd

51 citations0/0 files storedJournal of Marketing Management

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Customer Service Quality and Loyalty Job Satisfaction and Organizational Behavior Corporate Identity and Reputation

Abstract

This study investigates the effects of brand-specific leadership on employees’ brand-aligned service recovery performance (SRP). In order to do so, we empirically test a conceptual model of relationships between brand-specific transformational leadership (TFL) and transactional leadership (TRL), trust in leader and in corporate brand, brand identification, and SRP from employees’ perspectives. It is the first study to incorporate trust in corporate brand into the framework. Results from a study of 246 customer-contact employees show that brand-specific TFL has a positive impact on all variables studied, while brand-specific TRL is ineffective in fostering brand-building behaviours. More specifically, brand-specific TFL’s effects on employee SRP are mediated by trust in the leader, trust in the corporate brand, and brand identification. Implications and future research directions are discussed.

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References

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Cited by

2018Transformational leadership and service recovery performance: The mediating effect of emotional labor and the influence of culture 2021Leadership and Internal Communication: Linking Servant Leadership, Communication Satisfaction, and Employee Advocacy 2018The role of identification in frontline employee decision-making 2021Brand-specific transactional leadership: the effects of brand-building behaviors on employee-based brand equity in the insurance industry

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