رهبری تحول گرا و بازیابی خدمات: تاثیر فرهنگ
Abstract
1- Introduction
2- Literature review
3- Study 1 method
4- Study 1 results
5- Study 2 method
6- Study 2 results
7- Discussion
References
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.
Introduction
Employee service performance is an important source of a hospitality organization's competitive advantage as it helps distinguish one hospitality organization over its competitors. In addition to being able to provide excellence in service, service employees in the hospitality industry are also expected to provide service recovery performance––resolving a service failure to satisfy a customer and meet customer expectations (Babakus et al., 2003; Guchait et al., 2014). Examples of service failures common in the hotel industry that require service recovery performance include unavailable rooms during check-in, providing the wrong bill, internet not working, unclean rooms, food not properly cooked, and services not available during stay (Lee et al., 2011a). Service recovery performance has been linked to multiple positive outcomes, including customer satisfaction, customer loyalty, positive word of mouth, and intent to purchase (Ha and Jang, 2009; Liao, 2007; Lin, 2010a). Because effective service recovery performance is crucial for the success of the hospitality businesses, past research has examined factors that can enhance service recovery performance (Boshoff and Allen, 2000; Masoud and Hmeidan, 2013). Although the service recovery performance literature has examined several organizational and individual antecedents (Kim and Oh, 2012; Lin, 2010b; Boshoff and Allen, 2000), research has failed to examine the link between leadership and service recovery performance.