Turning Employees Into Brand Champions: LEADERSHIP STYLE MAKES A DIFFERENCE

Morhart Felicitas M. (), Herzog Walter () and Tomczak Torsten ()
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Morhart Felicitas M.: HEC Lausanne, Switzerland
Herzog Walter: WHU−Otto Beisheim School of Management
Tomczak Torsten: University of St. Gallen, Switzerland

NIM Marketing Intelligence Review, 2011, vol. 3, issue 2, 34-43

Abstract: How can managers elicit brand-building behaviors on the part of frontline employees? When comparing brand-specific “transactional” and “transformational” leadership styles, the latter clearly outperforms the former. Transactional leaders influence followers through a process of compliance, leading to increased turnover intentions and a decrease in in-role and extra-role brand-building behaviors. In contrast, brand-specific transformational leaders influence followers through a process of internalization, leading to decreased turnover intentions and an increase in in-role and extra-role brand-building behaviors. When combined, however, a medium level of transactional leadership maximizes the positive effects of transformational leadership.

Keywords: Corporate Branding; Service Brand; Transformational Leadership; Frontline Employees; Social Identity (search for similar items in EconPapers)
Date: 2011
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Persistent link: https://EconPapers.repec.org/RePEc:vrs:gfkmir:v:3:y:2011:i:2:p:34-43:n:8

DOI: 10.2478/gfkmir-2014-0088

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