Explorations of employee-based brand equity in the banking industry from a perceived-leadership perspective

Yi Hsuan Lee*, Chan Hsiao, Hsin Yi Chan, I. Chen Lee

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review

3 Scopus citations

Abstract

Purpose: The purpose of this paper is to answer the question of how brand-specific transformational leadership (TFL) and transactional leadership (TRL) enhance employee-based brand equity (EBBE) by influencing employees’ perceived brand value congruence (EPBVC). Design/methodology/approach: This study employed hierarchical linear modeling and chose moderating variables that are primarily related to the working environment: person–job fit (PJF) and person–group fit (PGF). The sample included managers and employees of the largest domestic bank in Taiwan. Findings: Questionnaires were distributed to banking staff in the service industry. The results imply that both brand-specific TFL and brand-specific TRL require the mediation of PJF and PGF to influence EBBE, which then influences brand equity. Without these mediators, brand-specific TFL and brand-specific TRL have no effects on EBBE. Originality/value: Compared to the results from other studies, these results imply a unique discovery that both brand-specific TFL and brand-specific TRL require the mediation of PJF and PGF to influence EPBVC, which in turn influences EBBE. Without these mediators, brand-specific TFL and brand-specific TRL do not have any effects.

Original languageEnglish
Pages (from-to)425-455
Number of pages31
JournalInternational Journal of Bank Marketing
Volume38
Issue number2
DOIs
StatePublished - 2020

Keywords

  • Brand-specific TFL
  • Brand-specific TRL
  • Employee-based brand equity
  • Employees’ perceived brand value congruence
  • Person–group fit
  • Person–job fit

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