Multilevel Impacts of Transformational Leadership on Service Quality: Evidence From China

Fangguo Su · Dejun Cheng · Shanshan Wen

35 citations0/0 files storedFrontiers in Psychology

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Job Satisfaction and Organizational Behavior Customer Service Quality and Loyalty Employee Performance and Leadership

Abstract

In service contexts, leaders' efforts to maintain and enhance employees' service quality are vital to organizational performance. However, few studies have investigated the mechanisms underlying the relationship between transformational leadership (TFL) and employees' service quality across levels. Based on the theory of planned behavior, this study investigated the multilevel impacts of TFL on employees' service quality and the multilevel mechanisms mediating this relationship. Data were collected from 208 managers and 1,431 employees at 223 branches (chain restaurants) of a large catering corporation in southern China. The results showed that stronger TFL significantly improved employees' service quality at both individual and branch level. Affective commitment and psychological empowerment partially mediated the relationship between individual-level TFL and employees' service quality. Branch-level service climate fully mediated the relationship between branch-level TFL and employees' service quality.

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References

1991The theory of planned behavior 2003Common method biases in behavioral research: A critical review of the literature and recommended remedies.1985A Conceptual Model of Service Quality and Its Implications for Future Research 1988SERVQUAL: A multiple-Item Scale for measuring consumer perceptions of service quality 1987Leadership and Performance beyond Expectations 1995PSYCHOLOGICAL, EMPOWERMENT IN THE WORKPLACE: DIMENSIONS, MEASUREMENT AND VALIDATION.1984Estimating within-group interrater reliability with and without response bias.2000Within-group agreement, non-independence, and reliability: Implications for data aggregation and analysis.

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