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Abstract
A key dynamic in satisfying customers is effective leadership of customer contact employees. In spite of decades of leadership study, little research has investigated effective leadership interaction behaviors specific to the service environment. The purpose of this investigation is to compare positive and negative interaction behaviors as reported by both managers and employees. Using the Critical Incident Technique (CIT), 305 positive and 234 negative incidents of service leader interaction behavior were collected from 120 managers and 231 employees drawn from73 service organizations. Using Yukl’s (2002) framework of leadership behaviors, the incidents were categorized to identify the most relevant behaviors for the service environment. The findings revealed 14 positive and 16 negative specific subcategories of interaction behavior, with significant disparities in perceptions between employees and managers. The implications of these findings are discussed and hypotheses are provided to guide future inquiry.
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Giangreco A, Carugati A, Pilati M, Sebastiano A. Performance appraisal systems in the Middle East: Moving beyond Western logics. EUROPEAN MANAGEMENT REVIEW 2010. [DOI: 10.1057/emr.2010.13] [Citation(s) in RCA: 5] [Impact Index Per Article: 0.4] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/21/2022]
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Schwarzwald J, Koslowsky M, Izhak-Nir EB. Gender Role Ideology as a Moderator of the Relationship between Social Power Tactics and Marital Satisfaction. SEX ROLES 2008. [DOI: 10.1007/s11199-008-9454-y] [Citation(s) in RCA: 9] [Impact Index Per Article: 0.6] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 10/21/2022]
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Aguinis H, Ansari MA, Jayasingam S, Aafaqi R. Perceived Entrepreneurial Success and Social Power. MANAGEMENT RESEARCH: JOURNAL OF THE IBEROAMERICAN ACADEMY OF MANAGEMENT 2008. [DOI: 10.2753/jmr1536-5433060204] [Citation(s) in RCA: 8] [Impact Index Per Article: 0.5] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/05/2022]
Abstract
Based on the leadership, entrepreneurship, and issue selling literature, we hypothesized that entrepreneurs who are perceived to be successful can be differentiated from unsuccessful entrepreneurs based on their degree and type of social power. We conducted a field experiment including 305 Malaysian managers with considerable experience in working with entrepreneurs and in entrepreneurial environments. Entrepreneurs perceived to be successful were ascribed greater referent, information, expert, connection, and reward power; less coercive power; and similar legitimate power than unsuccessful entrepreneurs. These results provide evidence in support of social power as a distinguishing individual characteristic of successful entrepreneurs and make a contribution to theories linking social capital with entrepreneurial success. Aspiring entrepreneurs need to be aware that their social power profile is associated with various degrees of perceived success. Our paper points to the need to investigate variables beyond personality and that are more directly relevant to social and interpersonal interactions that may differentiate entrepreneurs perceived to be successful from those who are not.
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