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Turning Employees Into Brand Champions: LEADERSHIP STYLE MAKES A DIFFERENCE

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  • Morhart Felicitas M.

    (HEC Lausanne, Switzerland)

  • Herzog Walter

    (WHU−Otto Beisheim School of Management)

  • Tomczak Torsten

    (University of St. Gallen, Switzerland)

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.

Suggested Citation

  • Morhart Felicitas M. & Herzog Walter & Tomczak Torsten, 2011. "Turning Employees Into Brand Champions: LEADERSHIP STYLE MAKES A DIFFERENCE," GfK Marketing Intelligence Review, Sciendo, vol. 3(2), pages 34-43, November.
    • Handle: RePEc:vrs:gfkmir:v:3:y:2011:i:2:p:34-43:n:8
    DOI: 10.2478/gfkmir-2014-0088
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