<abstract xmlns="http://www.w3.org/1999/xhtml">

<p> 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.</p>
</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.

Turning Employees Into Brand Champions: LEADERSHIP STYLE MAKES A DIFFERENCE

NIM Marketing Intelligence Review

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 3.0 License.

{"article-title":"Turning Employees Into Brand Champions: LEADERSHIP STYLE MAKES A DIFFERENCE"}

How can managers elicit brand-building behaviors on the part of frontline employees? When comparing brand-specific “transactional” and “transformational”...

Turning Employees Into Brand Champions: LEADERSHIP STYLE MAKES A DIFFERENCE

Publicado en línea: 19 jul 2014

Páginas: 34 - 43

DOI: https://doi.org/10.2478/gfkmir-2014-0088

Palabras clave
Corporate Branding, Service Brand, Transformational Leadership, Frontline Employees, Social Identity

© 2014

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 3.0 License.

Turning Employees Into Brand Champions: LEADERSHIP STYLE MAKES A DIFFERENCE

Publicado en línea: 19 jul 2014

Páginas: 34 - 43

DOI: https://doi.org/10.2478/gfkmir-2014-0088

Palabras claveCorporate Branding, Service Brand, Transformational Leadership, Frontline Employees, Social Identity

© 2014

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 3.0 License.

Palabras clave
Corporate Branding, Service Brand, Transformational Leadership, Frontline Employees, Social Identity