| dc.description.abstract | This study attempts to investigate how transformational leadership or transactional leadership stimulates customer value co-creation behavior via direct effect, mediators and moderators. The study is divided into three parts. First of all, this study explores the direct effect of leadership style (transformational & transactional) on customer value co-creation behavior. Second, we examine the mediating effect of organizational climate (conflict & warmth) in the relationship between leadership style and customer value co-creation. Finally, this study investigates the moderating effect of LMX & authority in the relationship between leadership style to organizational climate (conflict & warmth) and customer value co-creation. The present study employs hierarchical liner modeling to assess the hypotheses. In total, 180 surveys were distributed, and a total of 180 valid samples were retrieved from different industries in Taiwan (a valid response rate of 100%).
According to the retrieved result, transformational leadership has positive effect on customer value co-creation, transactional leadership has no effect. Second, there is no mediating effect of organizational climate (conflict & warmth) in the relationship between leadership style and customer value co-creation. Third, there are negative moderating effect of LMX in the relationship between transactional leadership to organizational climate (conflict & warmth) and customer value co-creation. Conversely, there is no moderating effect of LMX in the relationship between transformational leadership to organizational climate (conflict & warmth) and customer value co-creation. Furthermore, we examine the negative moderating effect of authority in the relationship between transformational leadership and customer value co-creation, and we also examine the positive moderating effect of authority in the relationship between transactional leadership and organizational climate(conflict).
This study contributes to research in three aspects. First, we explored the direct relationship between leadership style and customer value co-creation, expanded the empirical study of transformational leadership and transactional leadership on customer value co-creation behavior, also bridged the theoretical gap of direct effect. Second, this study bridged the gap of organizational climate as a mediator, and used the organizational climate as a mediator from organizational level to the customer level effect, demonstrated the mediating effect of specific organizational climate aspects (conflict & warmth) between transformational leadership and transactional leadership to customer value co-creation. Finally, we choosed LMX and authority as moderators to demonstrate the influence of relationship and power on these two leadership styles to the specific organizational climate (conflict & warmth), and to the customer value co-creation, extended previous studies using LMX or authority as a moderator. | en_US |