Abstract
Majority of the main stream literature provides the evidence that commitment to service quality (CSQ) is vital in ensuring excellent service quality. Past studies on the commitment to service quality are also limited only to the management level of analysis in service industries so the main focus of this study is to examine the relationship between transformational leadership style and commitment to service quality among the medical staff of Sindh Pakistan. A total number of 317 questionnaires were received through survey questionnaire from medical staff in four cities of Sindh, Pakistan. The data was analyzed using SmartPLS 2.0. The findings of this study indicate a significantly positive relationship between transformational leadership style and commitment to service quality. The managerial implications for the top management of hospitals are discussed. Policy makers, leaders at hospital, they motivating the staff to towards commitment to service quality. Results focused on how transformational leadership style can be used to manage commitment to service quality.
Highlights
Front line employees are interacting directly with customer and accountable for service delivery to customer and satisfaction which help to increase the performance (Parasuraman, Zeithaml, & Berry, 1985; Hartline, Wooldridge, & Jones, 2003)
Past studies on the commitment to service quality are limited only to the management level of analysis in service industries so the main focus of this study is to examine the relationship between transformational leadership style and commitment to service quality among the medical staff of Sindh Pakistan
The results of this study indicate that transformational leadership style has positive relationship with commitment to service quality in the hospitals in Sindh, Pakistan
Summary
Front line employees are interacting directly with customer and accountable for service delivery to customer and satisfaction which help to increase the performance (Parasuraman, Zeithaml, & Berry, 1985; Hartline, Wooldridge, & Jones, 2003). Past studies on the commitment to service quality are limited only to the management level of analysis in service industries (Reeves & Hoy, 1993; Hartline & Ferell, 1996;; Babakus et al, 2003; Hartline et al, 2000; Malhorta & Mukherjee, 2004; Subramony, Beehr, & Johnson, 2004; Ashill, Carruthers, & Krisjanous, 2006; Little & Dean, 2006; Kim, Tavitiyaman, & Kim, 2009). All these studies have reported that when the management is committed to service quality it in turn brings about positive organizational commitment among the employees. All these studies have reported that when the management is committed to service quality it in turn brings about positive organizational commitment among the employees. Peccei and Rosenthal (1997) and Worsfold (1999) discovered that there is not paid much attention paid to employees’ CSQ when the concern is on continuous improvement in the customer expectations
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