How Leaders' Motivation Transfers to Customer Service Representatives


Wieseke, Jan ; Kraus, Florian ; Alavi, Sascha ; Kessler-Thönes, Tino



DOI: https://doi.org/10.1177/1094670510397177
URL: http://journals.sagepub.com/doi/pdf/10.1177/109467...
Additional URL: https://www.researchgate.net/publication/258158722...
Document Type: Article
Year of publication: 2011
The title of a journal, publication series: Journal of Service Research : JSR
Volume: 14
Issue number: 2
Page range: 214-233
Place of publication: Chicago, IL
Publishing house: Sage Periodicals Press
ISSN: 1094-6705
Publication language: English
Institution: Business School > Dr. Werner Jackstädt Stiftungslehrstuhl für ABWL u. Marketing IV (Kraus)
Subject: 330 Economics
Keywords (English): motivation , motivation transfer , leader-follower dyad
Abstract: Motivating customer service representatives (CSRs) to their highest performance levels is major task of service unit managers. However, previous studies focused on the impact of leader behavior on follower motivation, while the influence of leader motivation on follower motivation has not been investigated yet. Thus, the authors develop and test a multilevel framework for the motivation spillover principle, which holds that the three components of Vroom’s motivation theory transfer from managers to CSRs. The authors apply this framework to the context of service technology adoption and test it with a matched multilevel sample of 387 service unit managers, 1,018 CSRs, and objective company records. The results support the notion of a motivation spillover from managers to CSRs, which exists incrementally beyond the direct effect of manager’s adoption behavior on CSR’s adoption. However, not all motivation components transfer unconditionally but are contingent on charismatic leadership and manager-CSR similarity - a finding that implies for researchers that an undifferentiated view of motivation in multilevel settings might not suffice. For organizations, the findings suggest that managers are important multipliers of motivation and thus organizations should direct their motivation efforts toward middle-level managers, as they might turn into serious roadblocks to CSR motivation.

Dieser Eintrag ist Teil der Universitätsbibliographie.




+ Export and Citation


Choose a citation style.

+ Search Authors in

+ Page Views

Hits per month over past year

Detailed information



You have found an error? Please let us know about your desired correction here: E-Mail


Actions (login required)

Show item Show item