The effect of servant leadership on customer value co-creation: A cross-level analysis of key mediating roles

Chan Hsiao*, Yi Hsuan Lee, Wan Jun Chen

*Corresponding author for this work

Research output: Contribution to journalArticle

66 Scopus citations

Abstract

This study ascertained the effects of servant leadership on customer value co-creation (CVC) through key mediating roles in the hotel industry. We systematically integrated the three levels of organization, employee, and customer to investigate how servant leadership stimulates CVC through the key mediating roles of the positive psychological capital (PPC) and service-oriented organizational citizenship behavior (SOOCB) of employees. Hierarchical linear models were adopted for cross-level analyses, targeting 30 hotels in Taiwan. A total of 650 questionnaires was distributed, and 493 valid questionnaires were retrieved. This study provided three major contributions: (a) This study asserted that servant leadership can systematically stimulate CVC. (b) We shifted the discussions on CVC to the hotel industry, verifying that PPC and SOOCB play the key mediating roles. (c) Finally, this study adopted hierarchical linear models to conduct a cross-level analysis on the relationships among organizations, employees, and customers.

Original languageEnglish
Pages (from-to)45-57
Number of pages13
JournalTourism Management
Volume49
DOIs
StatePublished - 1 Aug 2015

Keywords

  • Customer value co-creation (CVC)
  • Hierarchical linear model (HLM)
  • Positive psychological capital (PPC)
  • Servant leadership
  • Service-oriented organizational citizenship behavior (OCB)

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