Journal of Services Marketing, Volume 29, Issue 1, February 2015.
Purpose The primary objective of this paper is to explore the relationship between leadership, employee engagement and service orientation, specific to the private service sector organizations in India. The paper also explores the ability of leadership style and engagement to predict service orientation in the given cross section. Design/methodology/approach The paper has used a single cross sectional descriptive design. Purposive sampling has been used to identify respondents who are managers in the private service sector organisations in India. A valid sample size of 106 has been used for the analysis. Instruments Used for perceived leadership Style: Multifactor Leadership Questionnaire (MLQ-5X short form); Employee Engagement E3(DDI) and Service Orientation (Frimpong and Wilson, 2012) Findings Service orientation is found to be strongly correlated to employee engagement and employee engagement is a strong predictor of service orientation. The other relationships which are significant and moderately correlated are that of transformational leadership and employee engagement and also of transformational leadership and service orientation. Research limitations/implications The study highlights the importance and significant role of leadership and employee engagement for higher service orientation in the given cross section.. The mediating impact of employee engagement of the leadership style and service orientation relationship could be further explored through path analysis or structured equation modeling techniques. Practical implications The research emphasises that Organisations need to focus on employee engagement as much as they focus on customers. The differential advantage to organisations will come through the employees and their behaviors towards customers. Appropriate leadership styles that drive engagement and service oriented behaviors can be fostered in organisations to drive service performance. Originality/value The research is focused in the private service sector organisations in India and data and results support the need to focus on employees for higher scores on customer parameters. The respondents are from a cross section of service organizations and hence emphasizing the interplay of the three variables across organisations.The paper supports the critical role of leadership and employees in creating a higher service orientation.
Purpose The primary objective of this paper is to explore the relationship between leadership, employee engagement and service orientation, specific to the private service sector organizations in India. The paper also explores the ability of leadership style and engagement to predict service orientation in the given cross section. Design/methodology/approach The paper has used a single cross sectional descriptive design. Purposive sampling has been used to identify respondents who are managers in the private service sector organisations in India. A valid sample size of 106 has been used for the analysis. Instruments Used for perceived leadership Style: Multifactor Leadership Questionnaire (MLQ-5X short form); Employee Engagement E3(DDI) and Service Orientation (Frimpong and Wilson, 2012) Findings Service orientation is found to be strongly correlated to employee engagement and employee engagement is a strong predictor of service orientation. The other relationships which are significant and moderately correlated are that of transformational leadership and employee engagement and also of transformational leadership and service orientation. Research limitations/implications The study highlights the importance and significant role of leadership and employee engagement for higher service orientation in the given cross section.. The mediating impact of employee engagement of the leadership style and service orientation relationship could be further explored through path analysis or structured equation modeling techniques. Practical implications The research emphasises that Organisations need to focus on employee engagement as much as they focus on customers. The differential advantage to organisations will come through the employees and their behaviors towards customers. Appropriate leadership styles that drive engagement and service oriented behaviors can be fostered in organisations to drive service performance. Originality/value The research is focused in the private service sector organisations in India and data and results support the need to focus on employees for higher scores on customer parameters. The respondents are from a cross section of service organizations and hence emphasizing the interplay of the three variables across organisations.The paper supports the critical role of leadership and employees in creating a higher service orientation.