دانلود رایگان مقاله انگلیسی رهبری تحول گرا و بازیابی خدمات: اثر واسطه ای از کارهای عاطفی و تاثیر فرهنگ - الزویر 2018

ABSTRACT

The current study examined the relationship between transformational leadership and service recovery performance and the mediating effect of emotional labor. To uncover potential cross-cultural differences, a sample of 217 front-line hospitality employees from the United States (Study 1) and 219 front-line hospitality employees from China (Study 2) were used. The results demonstrate transformational leadership was positively related to deep acting and negatively related to surface acting emotional labor strategies. Additionally, deep acting was positively related to service recovery performance, while surface acting was negatively related to service recovery performance. These findings were consistent between the U.S. and Chinese sample; however, the mechanisms and paths between transformational leadership and service recovery performance differed between the two samples suggesting culture influenced how transformational leadership is related to service recovery performance through deep acting (Study 1) or surface acting (Study 2) emotional labor strategies.

7.3. Limitations and future research

This study has a few limitations. First, the study sample concentrated around frontline service employees. The samples were theoretically appropriate since frontline service employees directly interact with customers; however, non-frontline managerial employees should also be considered for future studies. The theoretical model tested in this study should most likely hold among other employee samples, but this should be tested. Second, transformational leadership was measured from the perspective of the follower and could limit the findings of this study. As such, a multi-level or dyadic investigation of how transformational leadership influence service recovery performance could be useful for future contributions. In order to generalize these findings to the global hospitality industry, additional cultures should be examined. Future research should consider additional cross-cultural models to better understand the influence of culture on the relationship between transformational leadership, service recovery performance, and emotional labor. Lastly, future research should examine how other styles of leadership, such as transactional leadership can also influence service recovery performance via the mediating effect of emotional labor strategies. In fact, Bass (1985) argued that transformational and transactional leadership are separate concepts and that effective leaders can use both styles of leadership. Indeed, a meta-analysis (Judge and Piccolo, 2004) found that both transformational and transactional leadership are positively related to job performance.