Item request has been placed!
×
Item request cannot be made.
×
Processing Request
A field experiment testing frontline opinion leaders as change agents.
Item request has been placed!
×
Item request cannot be made.
×
Processing Request
- Author(s): Lam SS;Lam SS; Schaubroeck J
- Source:
The Journal of applied psychology [J Appl Psychol] 2000 Dec; Vol. 85 (6), pp. 987-95.
- Publication Type:
Evaluation Study; Journal Article
- Language:
English
- Additional Information
- Source:
Publisher: American Psychological Association Country of Publication: United States NLM ID: 0222526 Publication Model: Print Cited Medium: Print ISSN: 0021-9010 (Print) Linking ISSN: 00219010 NLM ISO Abbreviation: J Appl Psychol Subsets: MEDLINE
- Publication Information:
Publication: Washington Dc : American Psychological Association
Original Publication: Washington [etc.]
- Subject Terms:
- Abstract:
On the basis of previous studies of source credibility and opinion leadership, the authors hypothesized that opinion leaders would serve as effective agents to promote positive attitudes toward a service-quality initiative and increase service-quality effectiveness. The service effectiveness of tellers before and after a service-quality leadership training program was rated by customers, supervisors, and the tellers themselves across 3 matched bank branches. Service effectiveness was rated significantly higher in a branch using opinion leaders as service-quality leaders compared with a branch using randomly selected frontline leaders. Tellers in the latter branch showed greater improvements in service effectiveness than did counterparts in a branch using no frontline service quality leaders. This difference between types of leaders appeared to be mediated by tellers' behavioral beliefs about the service-quality program.
- Publication Date:
Date Created: 20001228 Date Completed: 20010125 Latest Revision: 20191210
- Publication Date:
20220301
- Accession Number:
10.1037/0021-9010.85.6.987
- Accession Number:
11125661
