How to Manage Person-Role Conflicts: Differential Effects of Transformational Leadership Dimensions and the Moderating Role of Individual Cultural Orientation

Abstract

The purpose of this paper is to identify effective leadership behaviour that reduces frontline employees’ person-role conflicts, a hitherto rather neglected sub-dimension of role conflicts that strongly differs from externally originated role conflict dimensions which have been examined in existing research. Moreover, the study aims at identifying individual cultural orientation as important contingency factor for the effects of transformational leadership respectively person-role conflicts on frontline employees’ job performance. Structural equitation modelling using data from 373 retail bank employees reveals that charisma-related transformational leadership dimensions promote the job performance of frontline employees while intellectual stimulation has a negative effect on job performance. Additionally, individual cultural orientation dimensions collectivism, power distance, and uncertainty avoidance moderate the effects of transformational leadership on job performance. Findings imply that service firms should train managers in the use of charisma-related leadership dimensions and highlight the importance of employees’ individual cultural orientation when leading frontline employees.