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Servant leadership, transformational leadership, and customer satisfaction: An implicit leadership theories perspective

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  • Shuisheng Shi
  • Mingjian Zhou

Abstract

Drawing on implicit leadership theory (ILT) research, we develop and test a model that explains why integrating transformational leadership and servant leadership may achieve enhanced leader effectiveness. Using a sample of 237 hairstylists and 474 of their customers representing 31 salons, we confirm the augmentation effects of transformational leadership and servant leadership on followers' perceptions of leader stereotypicality (i.e., the extent to which a leader matches followers' implicit theories of leaders) and on customer satisfaction. However, we do not find the hypothesized interaction effect of transformational and servant leadership. Implications are discussed and directions for future research are suggested.

Suggested Citation

  • Shuisheng Shi & Mingjian Zhou, 2023. "Servant leadership, transformational leadership, and customer satisfaction: An implicit leadership theories perspective," Business Ethics, the Environment & Responsibility, John Wiley & Sons, Ltd., vol. 32(1), pages 371-383, January.
    • Handle: RePEc:wly:buseth:v:32:y:2023:i:1:p:371-383
    DOI: 10.1111/beer.12489
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    References listed on IDEAS

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