Transformational leadership and customer service: A moderated mediation model of negative affectivity and emotion regulation

By Aichia Chuang, T. Judge, Yuann-Jun Liaw. 2012

93 citations recorded by the source corpus.

Integrating theories from leadership, emotion management, affectivity, and customer service, this study examines how transformational leadership leads to favourable customer intentions via the mediation of service employees' emotion regulation, job satisfaction, and their service performance and via the moderation of employee negative affectivity. Results obtained from data of 204 matched sets of managers, service employees, and customers show that the effect of transformational leadership on amplification of pleasant emotions was conditioned on service employees' negative affectivity. Employee service performance partially mediated the effect of job satisfaction on customer outcomes. Finally, overall results reveal that transformational leadership and amplification of pleasant emotions were more strongly related to the customer outcomes, as mediated through the intervening variables in the model, when negative affectivity was high than when negative affectivity was low. Results have implications for how service workers with negative affectivity can manage their emotions to achieve effective service outcomes through interactions with a leader, how the effect of transformational leadership can be bounded, and how transformational leadership and emotion regulation are relevant to customer service.

Subfields: Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/fab89cbc0f7c0bc24781bb0dff24d76449ce58b3

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In Organizational Behavior and Human Resource Management

In Sociology and Political Science

Citations in the corpus

Leadership behavior and employee well-being: An integrated review and a future research agenda (2018, background): “These included employee attributes such as openness to experience (Hildenbrand et al., 2016), negative affectivity (Chuang et al., 2012), pride (Baer group collectivism (Li, Xu, Tu, & Lu, 2014) and LMX differentiation (Liao et al., 2016).”
We have emotions but can’t show them! Authoritarian leadership, emotion suppression climate, and team performance (2020, methodology): “Our research addresses a separate aspect of team climate by studying how the leader may guide team members’ emotion regulation at work (e.g. Bono et al., 2007; Chuang et al., 2012; Erez et al., 2008; Ilies et al., 2006).”