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Turning Employees into Brand Champions : Leadership Style Makes a Difference

Felicitas Morhart, Walter Herzog & Torsten Tomczak

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abstract How can managers elicit brand-building behaviors on the part of frontline employees? When comparing brand-specific “transactional” and “transformational” leadership styles, the latter clearly outperforms the former. Transactional leaders influence followers through a process of compliance, leading to increased turnover intentions and a decrease in in-role and extra-role brand-building behaviors. In contrast, brand-specific transformational leaders influence followers through a process of internalization, leading to decreased turnover intentions and an increase in in-role and extra-role brand-building behaviors. When combined, however, a medium level of transactional leadership maximizes the positive effects of transformational leadership.
   
type journal paper
   
keywords Corporate Branding, Service Brand, Transformational Leadership, Frontline Employees, Social Identity
   
project Behavioral Branding
language English
kind of paper journal article
date of appearance 10-11-2011
journal GFK Marketing Intelligence Review
publisher GfK e.V. (N├╝rnberg)
ISSN 1865-5866
volume of journal 3
number of issue 2
page(s) 34-43
review external review
   
profile area SoM - Business Innovation
citation Morhart, F., Herzog, W., & Tomczak, T. (2011). Turning Employees into Brand Champions: Leadership Style Makes a Difference. GFK Marketing Intelligence Review, 3(2), 34-43.