מאגרי עבודות וסיכומים

עבודה סמינריונית באנגלית Transformational Leadership and Service Quality

#8104
שם הקובץ:
Transformational-Leadership-and-Service-Quality.docx

להורדת הפריט

Faculty of Social Sciences
Department of Human Services

Transformational Leadership and Service Quality

Climate and human services

Table of contents

Introduction 3
Research gap 6
Literature review 6
Quality of service and customer loyalty 6
Service climate and service quality 7
Transformational leadership and service climate 7
Mediation between service climate, transformational leadership, and customer loyalty 8
Mediation between service climate, transformational leadership, and service quality 9
The relationship between service climate and service quality 10
Service climate as a mediator between service quality and transformational leadership 11
Methodology 12
Study Approach 12
Search procedures 12
Research tool 12
Statistical processing 14
Results 14
References 20
Appendix: Measures 24
Bureaucracy 24
Service Quality 24
Transformational leadership 25
Customer loyalty 26
Service climate 26

Introduction

As a result of the information, communication, and technology revolution, the contemporary period is seeing a great deal of rapid development and change, which presents challenges and problems for businesses in terms of keeping up with them and finding methods to adapt to them. This forced present-day firms to actively consider hiring more effective and appropriate leaders in this period away from conventional leadership, which needed identifying contemporary alternatives to outdated practices and giving suitable and adaptable means to respond to them.
The management of the organizations was forced by these quick changes to speak in one language—the language of change, the language of the times—radical changes in their administrative procedures, and a search for contemporary, innovative solutions by putting a strong emphasis on the human element—the core of the administrative process. by establishing the proper administrative setting.
The majority of academics in the subject of leadership and change may concur that the primary duties of a leader are to effect change, and that leadership is necessary for change. Thus, the transformational leader leadership style is necessary for dealing with organizational change in an effective manner. A research by the American Management Association found that the effectiveness of organizational change is mostly dependent on leadership. As a result, during the past 20 years, academics and researchers have increasingly turned their attention to the question of the function and significance of driving organizational transformation.
Without a doubt, institutions and businesses need to be interested in the idea of transformational leadership, especially in light of the current challenges and quick changes. To meet these challenges, business organizations require a new model capable of initiating and then overseeing organizational change.
Transformational leadership is a leadership style that emphasizes the leader's ability to inspire and motivate others. The transformational leader is a leader who allows his followers (employees) to be and feel part of the organization, so that this will increase their level of commitment and improve their level of performance at work. The transformational leader's charisma increases followers' trust and admiration for him, and as a result, employees' motivation increases, their desire to perform well increases as well. He allows his followers to take risks, solve problems, and think creatively, he builds a personal relationship with them and always helps them with their personal requirements. Transformational leadership has a direct impact on the level and quality of employee performance, so transformational leadership shapes the behavior of employees in the organization. In the context of service, the transformational leader conveys to his followers the value and importance of providing excellent service and the importance of customer satisfaction. He also instills self-confidence in his employees, explains and supports them so that they provide the highest level of service. It is possible. The employees feel that they are supported, valued, that they are believed in, and thus they dare to think creatively, believe more in themselves and in their abilities and this is reflected in the increase in the level and quality of the service they provide. (Laio H. and Chang A., 2007).
Employees' perceptions of the rules, practices, and processes they encounter, as well as the emphasis on service quality they observe in behaviors that are rewarded, encouraged, and expected, all make up the service atmosphere (Schneider, Witt, and Paul, 1998). The generic climate structure resulting from Lewin's Gestalt psychology (1936), which highlights how our perceptions of the whole are impacted by the elements we experience, emerged before the service climate, as explored in earlier theory and research. The climate of the environment is the general sense or meaning that individuals extrapolate from the patterns of personal experiences and actions they encounter in social contexts (Levin, Lippitt, and White 1939; Schneider, Earhart, and Macy 2011).
As the study of climate developed, Schneider (1975) advocated that the construct should refer to the climate of something. Climate should have a strategic focus, such as safety climate (Zohar, 2000) or service climate (Schneider, Parkington, & Buxton, 1980).
The level to which a service meets a customer's expectations is measured as service quality. Providing exceptional service entails consistently meeting consumer expectations. The transmission of the service atmosphere to the employees is seen to be greatly aided by transformational leaders. What is their method? The leaders present a compelling vision for customer service, they instill optimism and enthusiasm in the workforce so that they win the trust of the customers, they show the workforce new ways to serve the customers, they pay attention to the needs of the workforce, link the workforce with the organization's policies, and guide the workforce toward providing high-quality service while fostering a positive service climate.
The service climate relates to the management of organizational policies and processes that build the climate and motivate employees to provide quality service that will leave a positive impression on customers.
The exercises that the organization gives to employees on the importance of providing high quality service that meets customer requirements were found to have a positive effect on the behavior of the employees and the service they provide. And as a result, the employees transfer these values to the customers, behave more positively and provide good service, which directly affects the quality of service and customer satisfaction.
The higher the service climate, with clear procedures, constant investment in employees and a climate that explains to employees how important it is to provide good service and how to behave in a good and efficient manner for each customer, the higher the quality of service will be (Gupta A., 2022).
The relationship between service climate and service quality may be influenced by the level of bureaucracy in the organization. Bureaucracy theories in organization studies constitute a perspective in which formal or written rules are seen as fundamental to understanding the organization. It is argued, for example, that formal rules facilitate organizational decision-making, establish the basis for coordination and control, and help increase the organization's legitimacy within the broader institutional environment.
The article presents a case in which the bureaucratic apparatus harmed the quality of service for the community because it positioned itself as someone who commands and determines, creating a rigid and unfriendly image for itself.
The nature of the bureaucracy is such that it does not allow much freedom when providing the service to the customer and binds the service provider to certain regulations and procedures that he is obliged to comply with. A customer who uses the services of an organization where there are high levels of bureaucracy, may feel that he is not considered or that the service is not adapted to him and that they are not flexible for him, but put the values of the bureaucracy at a higher value. This feeling will create a distance between the service provider and the service recipient and will harm the quality of the service in the eyes of the customer (Jerksi A., 2021).
Customer loyalty refers to the strength of a customer's intention to purchase goods or services again from a supplier they are satisfied with. The customer's loyalty is his desire to buy from that company or receive the service of that organization. The quality of service can make customers want the same service always, and this is how the customer's trust towards the organization is built.
The quality of the service that meets the requirements and expectations of the customer will win the loyalty of the customer. The customer's loyalty is the result of the customer's satisfaction with the quality of the service he received.
So the higher the level of service quality, the more satisfied the customer is, received a service that meets his expectations, and becomes more loyal to the organization from which he received the service.
Service quality is an important predictor of customer satisfaction and loyalty to the organization.
Reliable service, responsiveness, promises and empathy on the part of the service provider are important variables in the service and affect the satisfaction of the customers and thus also their loyalty. (Yasmail A. and Yunan Y.M., 2016).
Research gap
The factors that influence success are not stable for a long period of time. And usually this is more characteristic of the developed countries. There are effects of different actors in organizations, actors with different roles associated with service climate. We want to understand and learn more in depth about the influence of the various criteria in an Israeli organization.

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