Liao Hui, Chuang Aichia
Human Resource Management Department, School of Management and Labor Relations, Rutgers, The State University of New Jersey, NJ, USA.
J Appl Psychol. 2007 Jul;92(4):1006-19. doi: 10.1037/0021-9010.92.4.1006.
This longitudinal field study integrates the theories of transformational leadership (TFL) and relationship marketing to examine how TFL influences employee service performance and customer relationship outcomes by transforming both (at the micro level) the service employees' attitudes and (at the macro level) the work unit's service climate. Results revealed that, at the individual level, managers' TFL was positively related to employee service performance, which, in turn, positively predicted customers' expressed intention to maintain a long-term service relationship with the service employee and manager-reported number of the employee's long-term customers measured 9 months later. In addition, the relationship between TFL and employee service performance was partially mediated by employee self-efficacy. Furthermore, store-level TFL was positively associated with store-level service climate, and service climate further enhanced the relationship between individual-level TFL and employee service performance.
这项纵向实地研究整合了变革型领导理论（TFL）和关系营销理论，以检验变革型领导如何通过（在微观层面）转变服务员工的态度以及（在宏观层面）转变工作单位的服务氛围，来影响员工的服务绩效和客户关系结果。结果显示，在个体层面，管理者的变革型领导与员工服务绩效呈正相关，而员工服务绩效又正向预测了客户表示愿意与服务员工保持长期服务关系的意向，以及9个月后管理者报告的该员工长期客户数量。此外，变革型领导与员工服务绩效之间的关系部分由员工自我效能感介导。此外，店铺层面的变革型领导与店铺层面的服务氛围呈正相关，且服务氛围进一步强化了个体层面变革型领导与员工服务绩效之间的关系。
