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How Leaders' Motivation Transfers to Customer Service Representatives
Wieseke, Jan
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Kraus, Florian
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Alavi, Sascha
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Kessler-Thönes, Tino
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DOI:
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https://doi.org/10.1177/1094670510397177
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URL:
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http://journals.sagepub.com/doi/pdf/10.1177/109467...
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Weitere URL:
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https://www.researchgate.net/publication/258158722...
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Dokumenttyp:
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Zeitschriftenartikel
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Erscheinungsjahr:
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2011
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Titel einer Zeitschrift oder einer Reihe:
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Journal of Service Research : JSR
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Band/Volume:
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14
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Heft/Issue:
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2
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Seitenbereich:
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214-233
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Ort der Veröffentlichung:
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Chicago, IL
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Verlag:
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Sage Periodicals Press
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ISSN:
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1094-6705 , 1552-7379
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Sprache der Veröffentlichung:
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Englisch
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Einrichtung:
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Fakultät für Betriebswirtschaftslehre > Dr. Werner Jackstädt Stiftungslehrstuhl für Sales & Services Marketing (Kraus 2011-)
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Fachgebiet:
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330 Wirtschaft
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Freie Schlagwörter (Englisch):
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motivation , motivation transfer , leader-follower dyad
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Abstract:
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Motivating customer service representatives (CSRs) to their highest performance levels is major task of service unit managers. However, previous studies focused on the impact of leader behavior on follower motivation, while the influence of leader motivation on follower motivation has not been investigated yet. Thus, the authors develop and test a multilevel framework for the motivation spillover principle, which holds that the three components of Vroom’s motivation theory transfer from managers to CSRs. The authors apply this framework to the context of service technology adoption and test it with a
matched multilevel sample of 387 service unit managers, 1,018 CSRs, and objective company records. The results support the notion of a motivation spillover from managers to CSRs, which exists incrementally beyond the direct effect of manager’s adoption behavior on CSR’s adoption. However, not all motivation components transfer unconditionally but are contingent on charismatic leadership and manager-CSR similarity - a finding that implies for researchers that an undifferentiated view of motivation in multilevel settings might not suffice. For organizations, the findings suggest that managers are important multipliers of motivation and thus organizations should direct their motivation efforts toward middle-level managers, as they might turn into serious roadblocks to CSR motivation.
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 | Dieser Eintrag ist Teil der Universitätsbibliographie. |
 Suche Autoren in
BASE:
Wieseke, Jan
;
Kraus, Florian
;
Alavi, Sascha
;
Kessler-Thönes, Tino
Google Scholar:
Wieseke, Jan
;
Kraus, Florian
;
Alavi, Sascha
;
Kessler-Thönes, Tino
ORCID:
Wieseke, Jan, Kraus, Florian  ORCID: https://orcid.org/0000-0001-6807-6544, Alavi, Sascha and Kessler-Thönes, Tino
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