A Model of Service Performance Enhancement: The Role of Transactional and Transformational Leadership Andrew M. Farrell a VICTORIA UNIVERSITY OF WELLINGTON

Anne L. Souchon ASTON BUSINESS SCHOOL

Geoffrey R. Durden VICTORIA UNIVERSITY OF WELLINGTON

This paper is concerned with the ways in which transactional and transformational leadership styles can improve the service performance of front-line staff. Past literature on services marketing has indicated the importance of leadership but has largely ignored the parallel literature in which leadership styles have been conceptualized and operationalized (e.g., sales management, organizational psychology). This paper seeks to build upon existing services marketing theory by introducing the role of leadership styles in enhancing service performance. Consequently, a conceptual framework of the effect of transactional and transformational leadership styles on service performance, anchored in a crossdisciplinary literature review, is developed. Managerial implications and future research directions are also discussed.

I

n today’s business environment, the role of service provision has gained considerable momentum (Slotegraaf,

1997).

Noticeably,

organizations

are

moving away from a selling focus towards a services focus in an attempt to satisfy the needs of customers more efficiently and effectively (Anderson, 1996). In this context, service quality is recognized as a means

of

achieving

differentiation,

customer value, and satisfaction (Ozment and

Morash,

1994;

Schlesinger

and

Heskett, 1991). In fact, “levels of service which may have been tolerated only a generation ago are now regarded as unacceptable” (Donnelly and Shiu, 1999, p. 498). In addition, Lux, Jex, and Hansen (1996, p. 65) point out that “in the year 2000, it is estimated that service producing

a

Address Correspondence to Andrew Farrell, Department of Marketing, Victoria University of Wellington, PO Box 600, Wellington, New Zealand.

industries will employ 71 percent of those

service managers lead (or should lead) still

workers engaged in paid employment.”

remains. To fill this noticeable research

The issue of enhancing the quality of

gap, the study of service leadership should

services offered is therefore “one of the

draw from the leadership styles literature

most

facing

common, for example, within the sales

management today” (Cronin and Taylor,

management field. Here, leadership styles

1992, p. 55).

are considered to be two-dimensional

important

problems

Much of the current literature available

encompassing

transformational

and

on the topic of service quality deals with

transactional leadership (e.g., Bass, 1990;

its measurement or outcome rather than

1997; Jolson, Dubinsky, Yammarino, and

the process by which the service is

Comer, 1993; Russ, McNeilly, and Comer,

delivered (Farrell and Souchon, 1998),

1996). The focus of a transactional leader

despite the fact that the process of service

is on an exchange process whereby s/he

delivery is sometimes rated as more

will secure the work effort of followers

important than its outcome (Chenet,

through the use of implied incentives

Tynan, and Money, 1999). Nevertheless, a

(Bass

limited number of studies have attempted

transactional leaders practice management-

to identify means of improving service

by-exception (whereby deviations from set

quality delivery (e.g., Hartline and Ferrell,

standards are corrected by the leader as per

1996). In particular, the role of service

Bass, 1997). By contrast, transformational

leadership in enhancing customer-contact

leaders secure the work effort by raising

staff performance levels (i.e., customers’

the “consciousness of followers about the

perceptions

has

importance of outcomes and how to reach

previously been noticed (e.g., Zeithaml

those outcomes by going beyond their own

and Bitner, 1996). However, despite the

self-interests” (Bass, 1997, p. 21). More

fact that a lack of service leadership

specifically, a transformational leader is

appears to be a major cause of “service

charismatic,

malaise” (Stutts, 1999), little, if any,

intellectually stimulating, and individually

empirical literature can be found on this

considerate to followers (Bass, 1997;

topic.

Dubinsky,

of

service

quality)

and

Avolio,

1990).

inspirationally

Yammarino,

Further,

motivating,

Jolson,

and

Though service leadership has been

Spangler, 1995). The antithesis to leading

deemed crucial to the provision of higher

is laissez-faire (or non-leadership), where

levels of service quality delivery (Zeithaml

subordinates are left to their own devices

and Bitner, 1996), the question of how

and receive no supervisory input (Avolio,

Waldman,

and

Yammarino,

Dubinsky,

Yammarino,

Spangler,

1995).

1991;

Jolson,

Differentiation

and

generic leadership styles conceptualized in psychology

and

sales

management

is

literature. From a theoretical point of view,

provided in that, whilst transactional and

the conceptual model developed will make

transformational

leadership

two key contributions. Firstly, though a

styles, laissez-faire represents an absence

plethora of articles conceptualizing and

of leadership (Bass, 1997).

operationalizing service quality exists, the

represent

In the words of Bass (1997, p. 19), “by

service quality enhancement literature (in

dissecting leadership as transformational

particular the study of service leadership

and transactional, we have learned a lot

effects) is still in a state of relative infancy.

about what makes leaders more effective

Secondly, the cross-disciplinary approach

in their efforts to reach mutually satisfying

employed here is a novel way of

objectives

investigating

with

their

followers.”

service

leadership.

Yammarino (1997, p. 43) further states

Furthermore, the effects of leadership

that “the particular leadership style or

styles in a service context have, to the

behavior endorsed by the manager can

authors’ best knowledge, received little, if

enhance, neutralize, or inhibit such job-

any,

related outcomes and responses of sales

literature to date. From a managerial

subordinates

perspective, the model will improve our

motivation,

as

job

satisfaction,

effectiveness,

and

attention

in

services

marketing

understanding of how overall service

performance.” If similar outcomes are

quality

posited for a service environment, and

displaying appropriate leadership styles.

bearing in mind the importance of service

More specifically, the model should allow

leadership in achieving successful service

leaders

delivery (Zeithaml and Bitner, 1996), the

knowingly display leadership styles more

study of leadership in services marketing

likely to strengthen a service-oriented

would benefit from the integration of

culture.

transactional

and

can

in

be

service

enhanced

through

organizations

to

transformational

leadership styles into a conceptualization of service leadership. The objective of this paper is therefore to conceptualize the effect of leadership styles on the performance of front-line staff in service organizations, drawing on

Background Leadership is widely recognized as a medium for influencing subordinates’ actions (Bass, 1985; 1997; Dubinsky, Yammarino, Jolson, and Spangler, 1995;

Jolson,

Dubinsky,

Yammarino,

and

within the services marketing literature

Comer, 1993; Russ, McNeilly, and Comer,

(e.g., Bitner, 1990; Hartline and Ferrell,

1996). In his recent work, Yammarino

1996; Mohr and Bitner, 1995). Employees’

(1997, p. 44) identified various definitions

attitudes and behaviors during service

of leadership, the majority of which focus

encounters are evaluated by customers

upon “the ability of an individual […] to

who, in turn, derive a certain satisfaction

get others […] to accomplish things […] in

with the encounter based upon these

a particular situation.” This somewhat

perceptions (Bitner, 1990; Bitner, Booms,

general statement can be applied to

and Tetreault, 1990; Mohr and Bitner,

services marketing to formulate a tentative

1995; Sweeney, Johnson, and Armstrong,

definition of service leadership. Service

1992). The most important behaviors of

leadership can be viewed as the instillation

employees,

in

terms

by service managers of an organizational

perceptions

of

service

customer focus amongst customer-contact

employee

employees

aimed

(Kelley and Hoffman, 1997; Sweeney,

sustaining

a

at

inspiring

continual

and

commitment

prosocial

of

customers’ quality,

service

are

behaviors

Johnson, and Armstrong, 1992).

towards achieving a level of service that

Employee prosocial service behaviors

customers want and for which they are

are defined as behaviors performed by

willing to pay (c.f., Stutts, 1999; Zeithaml

front-line staff during service encounters

and Bitner, 1996). Service leadership is

with the intention of promoting customer

likely to impact upon service performance

satisfaction

through a variety of managerial and front-

employee’s organizational role (c.f., Brief

line staff factors. The linkages between

and

these managerial and front-line staff

Hoffman, 1997). They are grouped into

factors and service performance represent

four dimensions, based upon the focus of

the platform upon which leadership style

the

effects

employees

are

modelled in

this

paper.

while

Motowidlo,

behavior

carrying

1986;

(i.e.,

or

out

Kelley

towards

towards

the

and

fellow

organizational

Therefore, these linkages will now be

customers) and the reason for the behavior

presented, based upon a review of the

(i.e., whether the employee’s behavior is

services marketing literature.

compulsory

The

fact

that

or

discretionary)

(c.f.,

customer-contact

Bettencourt and Brown, 1997; Brief and

employees play a crucial role in the

Motowidlo, 1986; Kelley and Hoffman,

development of customers’ perceptions of

1997). Examples of prosocial behaviors

service quality is already well-grounded

are given in Table 1.

Table 1. Examples of Customer-Contact Employee Prosocial Service Behaviors Employee Prosocial Behavior

Illustrative Source

Compulsory Co-operation Socialization Teamwork Compulsory Customer Service Recovery Reflexivity (adaptability/spontaneity) Organizational Citizenship Behaviors Altruism Civic virtue

Dubinsky, Howell, Ingram, and Bellenger (1986) Harris (1992-1993) Hart, Heskett, and Sasser (1990); Zeithaml and Bitner (1996) Burton (1999) Morrison (1996) O’Bannon and Pearce (1999)

Conscientiousness Sportsmanship

Morrison (1996) O’Bannon and Pearce (1999)

Discretionary Customer Service Truly out-of-the-ordinary behavior

The

enhancement

prosocial

service

paramount

of

employees’

behaviors

importance

Bitner, Booms, and Tetreault (1990)

in

is

of

services

behaviors; conversely, role enhancers are defined

as

job-specific

psychological

attitudes deemed to have a positive impact

marketing as such behaviors positively

upon

affect customers’ perceptions of service

performing prosocial service behaviors

quality (e.g., Bitner, 1990; Bitner, Booms,

(c.f., Singh, 1998). For instance, in a

and Tetreault, 1990; Hartline and Ferrell,

survey of insurance company employees,

1996; Kelley and Hoffman, 1997). In this

both job satisfaction and organizational

context, improving employee prosocial

commitment (important role enhancers)

service behaviors is dependent upon a

were found to positively influence most

number of work factors such as job

employee

satisfaction, organizational commitment,

behaviors (MacKenzie, Podsakoff, and

role conflict and role ambiguity (c.f.,

Ahearne, 1998). The reason given for this

Singh, 1998; Smith, Organ, and Near,

was that job satisfaction and commitment

1983).

motivate

These

work

factors

can

be

an

employee’s

likelihood

organizational

employees

of

citizenship

to

categorized as role stressors and role

organizational

enhancers. Role stressors are perceptions

voluntarily (MacKenzie, Podsakoff, and

of job characteristics which have a

Ahearne,

negative impact upon an employee’s

examples of role stressors and enhancers.

likelihood of performing prosocial service

1998).

citizenship

perform

Table

behaviors

2

illustrates

Table 2. Examples of Role Stressors and Role Enhancers Role Stressors

Illustrative Source

Role Enhancers

Illustrative Source

Role Ambiguity

Rogers, Clow, and Kash (1994)

Job Involvement

Rafiq and Ahmed (1998)

Role Conflict Role Insufficiency Role Overload Role Responsibility

Singh (1998) Osipow and Spokane (1983) Singh (1998) Osipow and Spokane (1983)

Job Satisfaction Loyalty Motivation Organizational Commitment Self-Efficacy Self-Esteem Trust

Rogers, Clow, and Kash (1994) Goodwin and Ball (1999) Tietjen and Myers (1994) Iverson, McLeod, and Irwin (1996) Corsun and Enz (1999) Gregson and Wendell (1994) Iverson, McLeod, and Irwin (1996)

In turn, given the importance of role

(e.g., job satisfaction) (c.f., Bowen and

stressors and role enhancers in respectively

Lawler, 1995; Hartline and Ferrell, 1996;

reducing

ultimate

Rogers, Cash, and Klow, 1994; Singh,

perceptions of service quality (albeit

1998; Singh, Verbeke, and Rhoads, 1993;

through prosocial service behaviors), it

Tietjen and Myers, 1998). For example,

becomes paramount for management to be

empowerment of employees and feedback

able to control these two work factor

provided by management have been found

categories. A major objective of service

to

managers’

commitment

and

roles

increasing

will

be

to

reduce

increase

job

satisfaction

(Singh,

subordinates’ role stressors (e.g., role

examples

of

conflict) and increase their role enhancers

illustrated in Table 3.

1998).

managerial

and Some

roles

Table 3. Examples of Managerial Roles Managerial Roles

Illustrative Source

Empowerment of employees

Bowen and Lawler (1995)

Providing appropriate task resources

Schneider and Bowen (1985)

Increasing employee participation

Dubinsky, Howell, Ingram, and Bellenger (1986)

Altering job tasks for variety

Hackman and Oldham (1975)

Training / development of employees

Román, Ruiz, and Munuera (1999)

Personnel selection techniques

Preece and Ward (1999)

Feedback to employees

Jaworski and Kohli (1991)

are

The

previous

highlighted

the

discussion

1986).

However,

amongst

service

between

managers, there will be those who lead and

managerial and front-line employee factors

those who do not (c.f., Bass, 1997). Those

and ultimate service performance and

managers who do not lead (i.e., those who

shown

in

adopt a laissez-faire approach) generally

improving service. The next section will

leave employees to their own devices and

model how leadership styles can further

offer

enhance

Waldman,

and

Dubinsky,

Yammarino,

the

relationships

has

importance

the

of

effectiveness

these

of

these

managerial and employee factors.

no

supervisory

input

(Avolio,

Yammarino,

1991;

Jolson,

and

Spangler, 1995). This means that, after the initial expression of managerial roles a

Conceptualization

laissez-faire service manager has no future

Previous research has demonstrated that

leadership input (c.f., Bass, 1997). In

transactional

transformational

contrast to this, both transactional and

leadership are both common to high

transformational service leaders are likely

performing sales managers (Dubinsky,

to have an ongoing involvement after the

Yammarino, Jolson, and Spangler, 1995;

initial expression of managerial roles. The

Russ, McNeilly, and Comer, 1996), as

reward-oriented

opposed to a laissez-faire approach, which

transactional

has been found to have little or no effect

expectations being discussed with, and set

upon sales performance (Bass, 1997;

for, subordinates (Russ, McNeilly, and

Dubinsky,

and

Comer, 1996) whilst a transformational

Spangler, 1995). However, no specific

leader will place greater emphasis upon

studies have examined leadership and its

the personal development of employees

relationship to service performance (i.e.,

(e.g., Boehnke, DiStefano, DiStefano, and

customers’ perceptions of service quality).

Bontis, 1997), both of which characterize a

A service manager should adopt the

level of ongoing involvement. Managerial

managerial roles contained within Table 3

roles performed over a period of time will

as part of his/her job description (e.g.,

be more effective in reducing front-line

Hackman and Oldham, 1975; Román,

employee role stressors and increasing

Ruiz, and Munuera, 1999) in order to be

front-line employee role enhancers than

effective (c.f., Bowen and Lawler, 1995;

will managerial roles performed on a one-

Dubinsky, Howell, Ingram, and Bellenger,

off basis. For example, a front-line service

and

Yammarino,

Jolson,

philosophy

leader

results

of in

a clear

employee who, from the outset, is

empowered by his/her manager but then

employees (e.g., Dubinsky, Yammarino,

receives no further managerial support

Jolson, and Spangler, 1995). Managerial

may find him/herself experiencing greater

roles performed by a transformational

levels of role ambiguity and thereby lesser

service leader are continuous in their

job satisfaction. Empowerment alone will

nature (e.g., training employees through

not necessarily result in increased levels of

continuous coaching and mentoring as per

job satisfaction or decreased levels of role

Boehnke,

ambiguity.

Bontis, 1997). The previous argument

Rather,

to

be

effective,

empowerment has to be provided under

DiStefano,

DiStefano,

and

leads to the following being proposed:

the direction of management (Bowen and Lawler, 1995).

H1: Leadership styles will strengthen

Thus, leadership of employees, be it

the

relationship

between

transactional or transformational, will

managerial roles and service staff

increase the effectiveness of managerial

role stressors and role enhancers.

roles in terms of reducing employee role

Moreover,

stressors and increasing role enhancers.

leader

Having

relationship

said

this,

the

increase

in

a

will

transformational strengthen between

the

his/her

managerial role effectiveness will differ

managerial roles and front-line

between leaders since transformational

staff role stressors and enhancers

leaders are considered more effective than

to a greater degree than a

transactional leaders (Bass, 1990; 1997;

transactional leader.

Boehnke,

DiStefano,

DiStefano,

and

Bontis, 1997).

A multidisciplinary literature review

By definition, a transactional leader is

uncovered that little research exists with

short-term in his/her dealings with staff

regards to the effects of leadership styles

(Russ, McNeilly, and Comer, 1996).

upon

Managerial

a

Drawing from the sales-specific research

while

that does exist, transformational leadership

ongoing, are likely to constitute a series of

has been found to affect employees’

discrete

commitment,

roles

transactional

feedback

service

interactions in

performed

the

by

leader,

(e.g., form

of

providing mistake

role

stressors

trust,

and

and

enhancers.

satisfaction

positively (Dubinsky, Yammarino, Jolson,

correction). A transformational leader is

and

more long-term when dealing with staff,

MacKenzie, Moorman, and Fetter, 1990),

focusing

and role ambiguity negatively (Dubinsky,

upon

the

development

of

Spangler,

1995;

Podsakoff,

Yammarino, Jolson, and Spangler, 1995).

staff’s role stressors and role enhancers,

Transactional leadership has also been

although transformational leadership is

found to be positively associated with job

posited to have more pronounced effects.

satisfaction and commitment (Dubinsky,

The previous discussion leads to the

Yammarino, Jolson, and Spangler, 1995).

formulation of the following hypothesis:

However, no significant differences have been

found

between

transactional

and

the

effects

of

H2: Leadership styles will reduce

transformational

front-line staff role stressors and

leadership styles upon salespersons’ role

increase

stressors

enhancers.

and

enhancers,

despite

front-line

staff

role

Moreover,

hypotheses to the contrary (e.g., Dubinsky,

transformational leadership will

Yammarino, Jolson, and Spangler, 1995;

reduce role stressors and increase

Russ, McNeilly, and Comer, 1996). This

role enhancers to a greater degree

surprising result has been attributed to a

than transactional leadership.

lack of close geographical proximity between superiors and subordinates (i.e.,

In a service setting, researchers have

salespersons working in other cities as per

suggested that staff generally have a

Dubinsky,

and

willingness to provide good service to

Spangler, 1995). However, a successful

customers (c.f., Bitner, Booms, and Mohr,

service leader is characterized by an “in

1994; Schneider, 1980). Transformational

the field” approach, whereby they work

leaders are noted for inspiring their

closely with their subordinates (Berry,

subordinates to achieve more than they

1991;

originally thought themselves capable of

Yammarino,

Zeithaml

and

Jolson,

Bitner,

1996).

Therefore,

relationships

proposed

by

(Bass, 1990; 1997; Jolson, Dubinsky,

Dubinsky,

Yammarino,

Jolson,

and

Yammarino, and Comer, 1993). Previous

Spangler (1995) can be similarly expected

work has found that role stressors and

in a services context. Specifically, a

enhancers influence the likelihood of

service

a

service staff employing compulsory and

transformational

discretionary prosocial service behaviors

leadership style will optimize his/her

(MacKenzie, Podsakoff, and Ahearne,

1

manager

transactional

or

who

adopts

1998; Podsakoff, MacKenzie, Moorman, 1

In their original hypotheses the authors proposed that transformational leadership would have a greater effect upon employees’ work outcomes (e.g., role conflict, job satisfaction) than transactional leadership.

and Fetter, 1990). The relationship posited between role stressors and enhancers, and service staff prosocial behaviors should be

positively influenced by the employee

expectations of employees (Bass, 1997;

receiving inspiration from a manager

Boehnke,

displaying

Bontis (1997). This setting of high

transformational

leadership.

DiStefano,

DiStefano,

should

Transactional leadership, through its lack

expectations

of focus upon employee development or

relationship between managerial roles and

inspiration, should have little, if any, effect

front-line staff prosocial service behaviors.

upon this relationship. On the basis of this,

According

the following is hypothesized:

DiStefano,

to

strengthen

and

Boehnke, and

the

DiStefano,

Bontis

(1997)

transformational leaders attempt to remove H3: Leadership styles will moderate

obstacles to employee prosocial behaviors.

the relationship between front-

Transactional leadership should also

line

staff

and

strengthen

the

enhancers, and front-line staff

managerial

roles

prosocial behaviors. Specifically,

prosocial behaviors, although to a lesser

under transformational leadership,

extent than transformational leadership.

the relationship between front-

Under transactional leadership there is a

line

and

creation of behavioral expectation from

enhancers and front-line staff

employees as job tasks are identified and

prosocial

clarified (Bass and Avolio, 1990; 1993;

staff

role

role

stressors

stressors

behaviors

will

be

relationship and

Yammarino,

between

service

Jolson,

staff

stronger than under transactional

Dubinsky,

and

leadership.

Spangler, 1995). However, the nature of a transactional leader in delivering task

Leadership styles are also likely to moderate

the

between

is unlikely to have as great an effect as the

managerial roles and employees’ prosocial

delivery of a transformational leader (e.g.,

service behaviors. This reasoning is based

a charismatic, emotional appeal to the

upon a psychological phenomenon known

subordinate as per Bass, 1997; Dubinsky,

as the “Pygmalion” effect (e.g., Sutton and

Yammarino, Jolson, and Spangler, 1995;

Woodman, 1989), whereby supervisors,

Jolson,

through their own expectations, are able to

Comer, 1993). On the basis of the

increase

preceding

the

relationship

requirements (e.g., simply stating the task)

performance

of

their

subordinates. One of the characteristics of inspirationally motivating transformational leadership

is

the

setting

of

high

Dubinsky,

Yammarino,

argument

hypothesis is presented:

the

and

following

H4: Leadership styles will strengthen the

relationship

transformational leaders (Bass and Avolio,

between

1993). A transformational service leader

managerial roles and front-line

should attempt to instil in subordinates a

staff

behaviors.

desire to perform more effective prosocial

under

behaviors, hence adopting the leader’s

transformational leadership, the

service vision. Recent evidence suggests a

relationship between managerial

positive relationship between employees’

roles and front-line staff prosocial

prosocial service behaviors and service

behaviors will be stronger than

performance (Webster and Sundaram,

under transactional leadership.

1999). Under transformational leadership,

prosocial

Specifically,

front-line staff prosocial efforts should be In modern service industries, it is

exhibited with greater conviction than

recognized that one of the major tasks of

under

conditions

managers is to create a ‘climate for

leadership;

service’ by providing employees with

McNeilly, and Comer (1996, p. 4)

guidelines to facilitate service delivery

transformational

through adoption of a company vision

compliance through a shift in the beliefs,

(c.f., Dessler, 1999; Hartline and Ferrell,

needs, and values of followers.” Hence:

in

the

of

transactional

words

of

leaders

Russ,

“secure

1996; Schneider, White, and Paul, 1998). Transformational leaders seek to instil in

H5: Leadership styles will moderate

their subordinates a sense of vision (Den

the relationship between front-

Hartog, Van Muijen, and Koopman, 1997;

line staff prosocial behaviors and

Dubinsky,

and

service performance. Specifically,

Spangler, 1995). In the context of services,

under transformational leadership,

it is likely that transformational service

the relationship between front-

leaders will encourage employees to adopt

line staff prosocial behaviors and

a service vision. In contrast, under

service

transactional leadership, employees have

stronger than under transactional

little identification with the organization,

leadership.

Yammarino,

Jolson,

performance

will

be

its mission, or its vision (Bass and Avolio, 1993). Past

In terms of a general overview, research

has indicated

that

although

both

transactional

employees do a better job when they

transformational

believe

postulated to indirectly increase overall

their

supervisors

are

leadership

styles

and are

of

leadership, as well as having direct effects,

transformational leadership is likely to be

serves as a moderator upon many of the

greater than that of its counterpart. The

relationships

service

performance,

the

impact

proposed

in

Figure

1.

reasoning for this is that transformational

Managerial Roles H1

Role Stressors H2

Leadership Styles

Role Enhancers H5

H3 H4

Employee Prosocial Service Behaviors

Service Performance

Figure 1. A conceptualization of service leadership and its effects2.

Conclusions and Future Research

The conceptualization presented builds

With the increased importance placed

upon

upon

marketing

applying the construct of leadership styles

activities in a services context, it is critical

to a services context, providing relevance

to gain an understanding of the direct and

to both business and academic arenas.

indirect effects that leadership styles can

More

have upon the quality of service provision.

highlighted

the

management

of

existing

leadership

specifically, the

transformational

the

theory

by

model

has

importance

of

and

transactional

2 The dotted arrows in Figure 1 represent relationships discussed in the background section. These relationships are well established in the services marketing literature and as such are not considered core components of this particular study.

leadership styles in fostering increased

warranted. In fact, the unique conditions of

service performance. This should be

services marketing (e.g., close personal

achieved

service

contact between front-line employees and

managers’ as well as front-line employees’

customers) may require the leadership

service

and

constructs to be altered in the course of

Motowidlo, 1986; Spreng, Harrell, and

their operationalization (in much the same

Mackoy,

way as leadership styles were originally

through

improving

behaviors

1995).

implication

(c.f.,

Brief

Another

new

adapted from the psychology literature to

organizational members. Specifically, if

fit within the context of sales management

certain leadership traits present themselves

as per Jolson, Dubinsky, Yammarino, and

as

service

Comer, 1993). In this case, in-depth

performance standards, they could become

interviews with service managers and

useful criteria for selecting successful

front-line staff could complement the

service managers.

literature in developing pools of items

being

concerns

managerial

related

to

hiring

of

higher

The conceptual model also bridges a

intended to capture transactional and

gap in the existing services marketing

transformational

literature as it is, to the authors’ best

Additional work could also seek to

knowledge, the first article to have drawn

examine the effects of leadership styles

from the “leadership styles” literature to

based upon the dependency that the

provide guidelines on enhancing service

organization studied has upon services.

performance.

framework

For instance, a greater reliance upon

provides a platform for future research in

products (i.e. less focus being placed upon

the

customer service) may well result in a

area

Finally,

of

the

transformational

and

transactional service leadership. Research is needed to test whether the

service

leadership.

lesser need for service leadership within an organization.

conceptual model can be empirically

As it now stands, the conceptual model

validated. To this end, a triadic survey of

of service leadership developed represents

service managers, front-line staff, and

a

customers appears the most promising way

understanding of organizational service

forward. A qualitative approach could also

provision

be employed due to the relative infancy of

worthwhile to devote attention, both

this particular research topic. According to

academic

Churchill (1996), when little is known

towards continuing work in this much

about a topic, exploratory research is

definite

step

forward

optimization

and

and

in

it

the

seems

practitioner-oriented,

under-researched area of the services marketing literature.

Bass, Bernard M., and Avolio, Bruce J.: Transformational

Leadership

Development:

Manual

for

the

Multifactor Leadership Questionnaire.

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