Resumen
This study examines the direct effect of effects of transformational, transactional and laissezfaire leadership styles on in-role performance and the indirect effects of feedback seeking and engagement on the relationship between this three-leadership style and in-role performance in a call center in Peru using the job demands-resources (JD-R) theory. The test of the hypotheses was based on a sample of 152 employees working in a Peruvian call center. Data was collected using questionnaires and in-role performance data. Multiple structural equation modeling (MSEM) methods were used to test the model. These unique data revealed that only transformational leadership relates significantly to in-role performance and that
feedback seeking and engagement sequentially mediate this relationship. However
transactional and laissez-faire leadership were not found to have a direct or indirect effect on
employees’ in-role performance. Accordingly, this study highlights that transformational
leadership is a relevant resource which can be more effective in promoting feedback among
employees’ in a call center, engaging them to display higher involvement and energy about
their work, all of which can lead to greater in-role performance. Some practical ways to
encourage specific supervisory behaviors and promote employees’ feedback seeking, to
enhance employee engagement and performance such as promoting and displaying
supervisors transformational behaviors, supporting employees´ proactive searches for
feedback and training supervisors in providing constant and constructive feedback to the
employee´s within a call center environment.
feedback seeking and engagement sequentially mediate this relationship. However
transactional and laissez-faire leadership were not found to have a direct or indirect effect on
employees’ in-role performance. Accordingly, this study highlights that transformational
leadership is a relevant resource which can be more effective in promoting feedback among
employees’ in a call center, engaging them to display higher involvement and energy about
their work, all of which can lead to greater in-role performance. Some practical ways to
encourage specific supervisory behaviors and promote employees’ feedback seeking, to
enhance employee engagement and performance such as promoting and displaying
supervisors transformational behaviors, supporting employees´ proactive searches for
feedback and training supervisors in providing constant and constructive feedback to the
employee´s within a call center environment.
| Idioma original | Inglés |
|---|---|
| Páginas | 1-11 |
| Estado | Publicada - oct. 2018 |
| Evento | Proceedings of the 25th International Academy of Management and Business Conference - Lisboa, Portugal Duración: 17 oct. 2018 → 19 oct. 2018 Número de conferencia: 25 https://iamb.org/2018-lisbon/ |
Conferencia
| Conferencia | Proceedings of the 25th International Academy of Management and Business Conference |
|---|---|
| Título abreviado | Proceedings of the 25th IAMB Conference |
| País/Territorio | Portugal |
| Ciudad | Lisboa |
| Período | 17/10/18 → 19/10/18 |
| Dirección de internet |
ODS de las Naciones Unidas
Este resultado contribuye a los siguientes Objetivos de Desarrollo Sostenible
