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A field experiment testing frontline opinion leaders as change agents.

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  • 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