| dc.description.abstract | This study proposed the question of how brand-specific transformational leadership and transactional leadership enhance employee-based brand equity by influencing the employees’ perceptions of brand value congruence. For answering this question, this study employed hierarchical linear modeling and chose the moderating variables which were mostly related to the working environment to discuss. They were person-job fit and person-group fit. The sample selected were the managers and employees served in the largest domestic bank, abbreviated for C company, in Taiwan. Under the agreements from 362 employees, we distributed the questionnaires in terms of teams and with the anonymous survey. There were 355 samples recycled. Among them, 38 of them were for the managers and the remaining 317, for the employees, forming the valid response rate of 98.07%.
The contents of this research could be divided into three parts. First, I investigated if the person-job fit induced the mediating effects in the relationship between brand-specific TFL, brand-specific TRL, and employees’ perceptions of brand value congruence. Next, I investigated if the person-group fit induced the mediating effects in the relationship between brand-specific TFL, brand-specific TRL, and employees’ perceptions of brand value congruence. Last, I discussed whether employees’ perceptions of brand value congruence positively influenced employee-based brand equity. The results were listed as followed. First, it was found that the person-job fit produced the moderating effects between brand-specific TFL, brand-specific TRL, and employees’ perceptions of brand value congruence. However, brand-specific TFL and employees’ person-job fit were presented the positive relationship and brand-specific TRL, the negative relationship. In addition, person-group fit produced the moderating effects between brand-specific TFL, brand-specific TRL, and employees’ perceptions of brand value congruence. Yet, brand-specific TFL and employees’ person-group fit were presented the positive relationship and brand-specific TRL, the negative relationship. Finally, employees’ perceptions of brand value congruence and employee-based brand equity were presented as the positive relationship.
This study contributes to the research in four aspects. First, we expected the investigation of the relationship between brand-specific leaderships and employee-based brand equity, which wasn’t noticeable in the past, would provide more comprehensive research in employee-based brand equity research. Second, we proposed a new variable to influence employee-based brand equity, employees’ perceptions of brand value congruence, and emphasized its importance simultaneously. Third, we tried to understand more variables influencing employees’ perceptions of brand value congruence to compensate the gap in the current study of employee’s perceptions of brand value congruence. Last, the mediating variables, person-environment fit, would contribute to the future practices for the leaders or managers in the real working circumstances.
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