Linking authentic leadership to salespeople's service performance: The roles of job crafting and human resource flexibility [Summary]

dc.contributor.authorHonerkamp, Yasineen
dc.date.accessioned2020-02-17T15:47:58Zen
dc.date.available2020-02-17T15:47:58Zen
dc.date.issued2020-02-12en
dc.description.abstractTo build the sustainable service excellence, organizations should fuel sales employees’ drive to serve customers and recover service failures to their utmost satisfaction. The primary aim of our study is to delve into the role of authentic leadership in fostering customer-oriented organizational citizenship behavior (OCB) and service recovery performance among sales employees. Respondents for our surveys comprised employees and managers from sales departments of pharmaceutical companies in Vietnam. The data analyses justified the positive relationships between authentic leadership and customer-oriented OCB as well as service recovery performance in a business to business (B2B) context. Job crafting served as a mediator for the links between authentic leadership and customer- oriented OCB as well as service recovery performance. Furthermore, human resource (HR) flexibility was found to play a moderating role for the effect of authentic leadership on job crafting among sales employees.en
dc.format.mimetypeapplication/pdfen
dc.identifier.urihttp://hdl.handle.net/10919/96855en
dc.language.isoenen
dc.publisherVirginia Techen
dc.rightsCreative Commons Attribution 4.0 Internationalen
dc.rights.urihttp://creativecommons.org/licenses/by/4.0/en
dc.subjectOCBen
dc.subjectService Performanceen
dc.titleLinking authentic leadership to salespeople's service performance: The roles of job crafting and human resource flexibility [Summary]en
dc.typeSummaryen
dc.type.dcmitypeTexten

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