Transforming service employees and climate: a multilevel, multisource examination of transformational leadership in building long-term service relationships.

By Hui Liao, Aichia Chuang. Journal of Applied Psychology, 2007

625 citations recorded by the source corpus.

Subfields: Law, Political Science and International Relations, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/dcf3c86b2f544fd1b0248b98f3a4bb118186ec4f

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Law

In Political Science and International Relations

In Sociology and Political Science

Citations in the corpus

Examining the Impact of Servant Leadership on Salesperson’s Turnover Intention (2009, background): “Research has consistently shown that leaders can substantially infl uence employee service performance and thus enhance customer relationships (e.g., Liao and Chuang 2007; Pullins and Fine 2002).”
Integrating Knowledge Activities for Team Innovation: Effects of Transformational Leadership (2018, background): “…to the Chinese collective and leader-centric values, and empirical work on transformational leadership in the Chinese context has demonstrated its utility in predicting workplace outcomes (Kirkman, Chen, Farh, Chen, & Lowe, 2009; Liao & Chuang, 2007; H. Wang, Law, Hackett, Wang, & Chen, 2005).”
Service employee burnout and engagement: the moderating role of power distance orientation (2016, methodology): “Power distance orientation was measured with a four-item scale (Chan, Yim, and Lam 2010), and customer service performance was measured with a seven-item, five-point Likert scale (1-needs improvement; 5- excellent) (Liao and Chuang 2007).”
Four Decades of Frontline Service Employee Research: An Integrative Bibliometric Review (2021, background): “This approach has generally shown that customer orientation is a determinant of positive service outcomes, such as increased service performance (Licata et al. 2003) and a reduced likelihood of leaving the organization (Babakus, Yavas, and Ashill 2009). It should be noted that customer orientation i”
When do emotionally exhausted employees speak up? Exploring the potential curvilinear relationship between emotional exhaustion and voice (2014, background): “35, 1018–1041 (2014) DOI: 10.1002/job aggregated measures with low ICC[2] and the other study variables might be underestimated” (Liao & Chuang, 2007, p. 1012).”
Leading with Meaning: Beneficiary Contact, Prosocial Impact, and the Performance Effects of Transformational Leadership (2012, neutral): “…2006; Purvanova et al., 2006; Shamir et al., 1993); (2) building competence or self-efficacy (Gong, Huang, & Farh, 2009; Kirkpatrick & Locke, 1996; Liao & Chuang, 2007; Walumbwa, Avolio, & Zhu, 2008); (3) encouraging the pursuit of self-concordant, value-congruent goals, which are by definition…”
Transformational leadership, psychological empowerment, and the moderating role of mechanistic–organic contexts (2014, background): “35, 413–433 (2014) DOI: 10.1002/job organization’s vision, they experience a heightened sense of self-worth through the organization’s successes (Liao & Chuang, 2007).”
Transformational leadership and follower creativity: The moderating effects of identification with leader and organizational climate (2010, background): “Several studies have found that a favorable organizational climate enhanced the relationship between effective leadership and employee work-related outcomes (i.e. Hofmann et al., 2003; Liao and Chuang, 2007; Sabine et al., 2005), while others have found that a favorable organizational climate either”
A multilevel model of transformational leadership, affect, and creative process behavior in work teams (2015, background): “Subsequent research (e.g., see Judge & Piccolo, 2004; Liao & Chuang, 2007; Wang, Oh, Courtright, & Colbert, 2011) has confirmed that TFL has significant impact on a wide range of work outcomes at both individual and team levels.”
Transforming with levity: humor, leadership, and follower attitudes (2009, positive): “Consistent with prior research, the aggregate of transformational leadership was used to test hypotheses rather than individual dimensions (see also Bono and Judge, 2003; Judge and Piccolo, 2004; Liao and Chuang, 2007; Piccolo and Colquitt, 2006; Schaubroeck et al., 2007).”
Transformational leadership, relationship quality, and employee performance during continuous incremental organizational change (2013, positive): “All scales, with the exception of the change frequency measure, had been used in other Chinese companies and shown acceptable reliability and validity (cf. Chen & Aryee, 2007; Kirkman, Chen, Farh, Chen, & Lowe, 2009; Liao & Chuang, 2007; Wang, Law, Hackett, Wang, & Chen, 2005 ).”
When Do Employees Speak up for Their Customers? A Model of Voice in a Customer Service Context (2013, background): “…considerable evidence regarding the positive relationships between service climate and a variety of customer-related outcomes (Hong et al., 2013; Liao & Chuang, 2007; Schneider et al., 1998, 2005), there is less understanding of how service climate may moderate the relationship between personal…”
How transformational leadership predicts employees’ affective commitment and performance (2018, background): “Moreover, concerns have been identified at the lack of context-specific research in leadership (Jordan et al., 2010; Liden and Antonakis, 2009).”