| dc.description.abstract | This study attempts to answer the question: ＂In the process of innovation and entrepreneurship, the leaders with different styles shape the specific organizational climate, which in turn has an impact on customers.’’ The first part examines whether each of the leadership styles ＂servant leadership＂ and ＂authoritarian leadership＂ has a direct impact on ＂customer value co-creation＂. The second part investigates whether ＂organizational climate (risk and structure)＂ has a mediating effect between leadership style and customer value co-creation; the third part uses leadership contextual factors (LMX, authority) as moderating variables and how their interaction with leadership style shapes organizational climate (risk and structure).
In this study, a cross-level analysis was conducted using a hierarchical linear model, with 60 groups of employees from small and medium-sized enterprises in Taiwan. The results of the study showed that the first part of the study had a significant effect, while for the second part, there was a mediating effect of ＂organizational risk climate＂ between ＂servant leadership＂ and ＂customer value co-creation＂; however, there was no mediating effect between ＂authoritarian leadership＂ and ＂customer value co-creation＂; another specific climate, ＂organizational structure climate＂, had a mediating effect between leadership style and customer value co-creation. Finally, in the third part, LMX as a moderating variable has a moderating effect in two contexts: ＂servant leadership＂ and ＂organizational structue climate＂ and ＂authoritative leadership＂ and ＂organizational risk climate＂, while LMX does not have a moderating effect in the other contexts. The moderating effect of authority was also used as a moderating variable in both ＂leadership style (servant leadership and authoritarian leadership)＂ and ＂organizational climate (risk and structure).
The research contribution of this study consists of four parts. First, this study confirms that leaders not only manage members inside the organization through their authority, but also influence members outside the organization through their own style and expertise, which not only affects the psychological aspects such as customer satisfaction, but also influences customer co-creative behaviors such as participation, cooperation, and mutual help, filling the research gap of leader-customer relationship. Second, like the influence of individual factors on members, organizational climate (risk and structure) plays an important role in the relationship between leadership style and customer value co-creation, filling the research gap of the influence of organizational level factors on customer value co-creation. Third, in the innovation/entrepreneurship process, both ＂servant leadership＂ and ＂authoritative leadership＂ are more suitable to use ＂authority＂ to shape ＂organizational risk climate＂ or ＂organizational structure climate＂, which further confirms the moderating effect of leadership contextual factors between organizational levels and fills the gap of previous studies. Finally, the cross-level analysis was conducted by combining organizational and individual levels, and adding mediating and moderating factors to the hierarchical linear model to enhance the overall research development of customer value co-creation. | en_US |