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

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.

The Impact of Transformational Leadership on Employee Retention: Mediation and Moderation Through Organizational Citizenship Behavior and Communication

“…Past research has shown that TL plays a critical role in the success of Chinese SMEs (Lin and Sun, 2018). Chinese employees prefer leaders who exhibit the traits of TL (idealized consideration, IS, LI, and II), for instance, acting as a role model, selflessness (Farh and Cheng, 2000), avoiding the use of abusive power, setting a good example, and working for employee well-being (Dunfee and Warren, 2001;Cheng et al, 2004;Xiaoxia and Jing, 2006;Chen et al, 2012;Lin and Sun, 2018;Su et al, 2019).…”

Leadership and Commitment to Service Quality in Pakistani Hospitals: The Contingent Role of Role Clarity

“…Scholars have empirically reported transformational leadership style to be effective in enhancing employee expectations (Bass, 1985;Cheung & Wong, 2011;Luo et al, 2019;Su et al, 2019) and fostering their values and self-concepts for desirable behaviors and outcomes . Furthermore, researchers have empirically established strong statistical links between transformational leadership and employee outcomes and behaviors, such as organizational commitment (Acar, 2012), employee performance (Syafii et al, 2015), employee motivation (Deichmann & Stam, 2015), and quality of working life (Kara et al, 2013).…”

“…Furthermore, researchers have empirically established strong statistical links between transformational leadership and employee outcomes and behaviors, such as organizational commitment (Acar, 2012), employee performance (Syafii et al, 2015), employee motivation (Deichmann & Stam, 2015), and quality of working life (Kara et al, 2013). Other studies have also drawn attention to the significance of the transformational leadership style in the service sector (Kara et al, 2013;Lee et al, 2011;Luo et al, 2019;Su et al, 2019). Moreover, evidence suggests that leaders with transformational style are more effective in the health care sector (Madathil et al, 2014).…”

Paternalistic Leadership and Employees’ Sustained Work Behavior: A Perspective of Playfulness

“…Playfulness does not need extra rewards other than getting great pleasure and a sense of achievement in the process and is the awareness of integration [17]. Employees in an organization with strong playfulness are willing to make extra effort in exploring new ideas [31], promoting learning with colleagues in the teamwork process [19]. Playfulness is a funny and humorous climate perception; therefore, excessive playfulness behavior may result in negative effects, whereas an appropriate level of playfulness creates a vital work climate; induces employees' increased learning motivation and creativity [16,32,33]; and enhances social interaction, releases discouragement and pressure, and improves teamwork and participation to further promote job performance.…”

“…Compared with other industries, in the service industry, employees' showing a happy mood in that they are enjoying their work increases their willingness to provide better service quality to customers [21]. Supervisors, therefore, should encourage employees to appropriately present themselves at work and maintain a pleasant work environment, as employees with positive feelings can provide better service for their customers [19,20]. Moreover, they can encourage employees to lead more creative service processes and integrate them into the organization.…”