International Bulletin of Business Administration ISSN: 1451-243X Issue 9 (2010) EuroJournals, Inc. 2010 http://www.eurojournals.

com

The Effect of Directive and Participative Leadership Style on Employees Commitment to Service Quality
H. Rezaei Dolatabadi Assistant professor of Marketing, University of Isfahan, Hezarjerib Street, Isfahan, Iran M. Safa M.A, Candidate, University of Isfahan E-mail: safa.m68@gmail.com

Abstract The purpose of this study is investigation the Effect of directive and participative leadership styles on employees role clarity, shared customer oriented values and employees commitment to service quality (ECSQ) in banking industry in Iran. Data was collected from 87 Iranian banks and questionnaires distributed between managers and employees that have directly contact to customer. The survey asked managers about their leadership styles, while frontline employees were asked about their shared values, role clarity, and commitment to service quality. To analysis the data used, structural equation modeling (SEM). The results of the structural equations analysis showed that leadership style of manager can influence on employees responses. Directive leadership has negative effect on Shared values and ECSQ, and positive influence on employees role clarity. However, the results indicated that, participative leadership has directly influenced on Shared values and ECSQ but this leadership style did not influence on Employees role clarity. Also in this study direct, indirect, and total effects of variable have been perused too. This study demonstrates the importance effects of leadership styles of manager in service climate on employees responses.

Keywords: Leadership styles, Employees Commitment to Service Quality, banking industry

1. Introduction
The importance of frontline, customer-contact employees that directly related to customers and provided the service them, cannot be disregarded. High quality of frontline employees is integral to the excellence of firms because the service provided by such employees reflects the image of the organization and effects customer perceptions of service quality. Frontline employees are directly accountable for face-to-face customer service, service quality, and customer satisfactionall of which are keys to strong performance (Hartline, Wooldridge, and Jones 2003). Most industry observers and practitioners agree that frontline employees who are satisfied with and committed to their jobs share the firms customer-oriented values, exhibit low levels of role stress, and deliver the highest level of service quality (Hartline, Maxham, and McKee 2000; Singh 2000). Leadership style, which refers to the way leaders behave towards or treat the individuals they are leading (Ehrhart, 2004), Drucker 31

(1993) indicated that the quality and performance of managers are the key criteria in deciding organizational success. An enterprise without a managers leadership is not able to transmute input resources into competitive advantage. Therefore, it is clear that the leadership style of a manager has a close relation to the development of organization. The study made by Bass (1990) shows that 45% to 65% of the total factors causing success or failure of organization are decided by leaders. Leadership style has influence on employees behavior, including their adoption of the firms strategy and organizational value and has been linked to both organizational outcomes and employee work performance (Ehrhart, 2004). On the other hand managers can influence employees commitment to service quality is to demonstrate it themselves (Babakus et al. 2003). This requires the manager to adopt a leadership style that can influence his or her employees. While different leadership styles have the ability to influence employees behavior in differing ways, manager must be attention to adopt of the appropriate leadership style. This research, investigates the extent to which two leadership styles (namely, directive, participative,) influence frontline employees in bank industry, by examining how leadership style can influences on employees commitment to service quality. Figure 1 presents the research model for this study. The model was patterned after Clark et al.s (2009) proposed model for Leaderships Influence on Employee Responses but was modified to accommodate leadership styles. The model suggests that the employee commitment to service quality directly affected by leadership styles, moreover leadership styles have an indirect affect on employee commitment to service via role clarity and shared customer values.
Figure 1: Modified model of Leaderships Influence on Employee Responses

Directive Leadership

Role Clarity

Employees Commitment to service quality

Participative Leadership

Shared customer values

Source: Clark et al (2009)

2. Literature Review and Research Hypotheses

2.1. Leadership Styles 2.1.1. Directive Leadership Involves letting subordinates know exactly what is expected of them and giving specific directions. Subordinates are expected to follow rules and regulations. (Mullins, 2005). Directive leadership has been described as autocratic, task-oriented, and persuasive and manipulative (Bass 1981). Though it can be effective in communicating a clear and concise vision of the organizations strategic goals, directive leadership is transformational only by coercion. Because of the authoritative nature of directive leadership employees may be less likely to adopt managements vision or values if they are excluded from the decision-making process. Bass (1981) cited several studies that indicate that directive leadership results in lower acceptance of managerial decisions than a more participative 32

leadership style. Employees failure to espouse management values may be a particular problem in service organizations, since frontline employees are often required to make decisions and customize service on the fly (Hartline, Maxham, and McKee 2000). Therefore: 2.1.2. Participative Leadership Participative leadership Involves consulting with subordinates and the evaluation of their opinions and suggestions before the manager makes the decision (Mullins, 2005). Participative leadership is associated with consensus, consultation, delegation, and involvement (Bass 1981). Results revealed that employees who perceive their managers as adopting consultative or participative leadership behavior are more committed to their organizations, more satisfied with their jobs and higher in their performance. (Yousef, 2000). Because of the consultative nature of participative leadership, it has the potential to enhance the dissemination of organizational and managerial values to employees. Employees who work for a participative leader tend to exhibit greater involvement, commitment, and loyalty than employees who work under a directive leader (Bass 1981). Consequently employees who are allowed to participate in the decision-making process are likely to be more committed to those decisions. Since, frontline Employees in bank industry are often more cognizant of customer needs than are managers, given the employees direct contact with customer. Therefore, management must be allowed employees to participate in the decision-making process. Participative leaderships ability to raise the commitment, involvement, and loyalty among employees should be attractive to a manager wishing to promulgate his or her commitment to service quality to employees. 2.2. Leadership Style and Employee Responses Different leadership styles can have vastly different effects on the employees service related actions. In this section, we discuss how leadership style influences shared customer oriented values, role clarity, and employees commitment to service quality. 2.2.1. Shared Customer Oriented Values Shared values represent the critical glue that holds organizational members together as they work toward a common purpose (Hartline, Maxham, and McKee 2000). Like all beliefs, organizational values have cognitive, affective and behavioral components which continually interact and are exhibited in the actions and behaviors of the members of an organization (Rokeach, 1973). Every profession and every organization is guided by a set of beliefs and values. It is these organizational values that communicate what an organization believes and what it considers to be important (Hitt, 1988). Identifying organizational values is a critical step since such values influence directly how people behave. In our study, we focus on the extent of shared customer-oriented values between the organization and employees. Hutchinson and Purcell (2003), suggestions, managers need the support of strong organizational values concerning leadership and people management. In directive leadership style, The leader gives specific guidance of performance to subordinates ,telling followers what needs to be done and giving appropriate guidance along the way. Because of the persuasive nature of directive leadership suffers the organizational shared values through the lack of transformational properties limits its ability to influence shared values in a meaningful way (Gault 1994). Because directive leadership is not likely to create the necessary culture for shared values to flourish. On the other hand research indicates that employees are less likely to adopt organizational or managerial values when the employees are excluded from decision-making processes (Bass 1981). Since this leadership style manager excluded employee from decision-making employees will be less likely to accept organizational values and goals. Hence: Hypothesis 1: directive leadership style is associated with shared customer-oriented values between the bank and its frontline employees. In contrast, in participative leadership leader consults with subordinates and considers their suggestion and ideas when making decisions and taking particular actions. Through the consultative 33

process involved in a participative style, organizational values and employee values come into alignment as employees recognize that the manager gives consideration to their ideas and opinions. Because of the consultative nature of participative leadership likely that this process will greatly enhance the degree of shared values between the bank and its employees. Hence: Hypothesis 2: participative leadership style is associated with shared customer-oriented values between the bank and its frontline employees. 2.2.2. Role clarity Role clarity refers to the degree to which required information is provided about how the employee is expected to perform his/her job (Teas et al, 1979). Role clarity is the extent to which an individual receives and understands information required to do the job (Kelly and Hise, 1980). In managing customer-contact employees, role clarity is a critical issue for managers, as it has been empirically linked to employee performance and customers perceptions of service quality (Singh , 2000). Employees who understand their role in organization can be better satisfied customer needs. Feedback helps the frontline employees in learning about and clarifying their roles and hence has a significant effect on the role clarity perceived by them (Evans et al., 2002). Therefore Directive leadership can be effective in increasing role clarity because of the amount of feedback it generates (Muczyk and Reimann 1987). Therefore, we expect that bank managers who employ a directive leadership style will increase their employees role clarity: Hypothesis 3: directive leadership style is associated with employee role clarity. While participative leadership provides less explicit directives as to employees role responsibilities, this type of management nonetheless significantly influences role clarity. A primary difference between directive and participative leadership is the nature of communication between managers and employees: directive leadership involves top-down communication, while participative leadership allows employees to have input into and some control over their roles and responsibilities. With a participative connection, employees can still gain feedback from their manager on role expectations when needed (Clark et al, 2009). As a result, role clarity is likely to increase as information and expectations about employees roles are managed by consensus (Bass 1981). Therefore, we expect that a participative leadership style will have a positive influence on role clarity. Hence: Hypothesis 4: participative leadership style is associated with employee role clarity. 2.2.3. Employees commitment to service quality Mowday et al (1979) defined organizational commitment as a strong belief in the organizations goals and values and a willingness to exert considerable effort on behalf of the organization. Employee commitment reflects the employees' level of trust and belief in an organizations purpose and value system. Research has shown the stronger an employee can believe in the core values and direction of an organization the higher the level of commitment (Porter et al, 1974). Mowday et al (1979) and Meyer et al (1989) argue that individuals affectively committed to their organizations, (i.e. those who identify with and involve themselves in an organization) perform at a higher level. Previous research has devoted a great deal of attention to the relationship between leadership behavior and organizational commitment. The findings in this area, however, are not entirely consistent. Several studies found a positive relationship between the two variables (Alley and Gould, 1975; Porter et al., 1976.). Among the factors which contribute to a healthy organizational climate, high morale and motivation, is the extent to which members of staff have a sense of commitment to the organization. The extent of their commitment will have a major influence on the level of work performance (Mullins, 2005). Employee who commitment to organization attempts to enhance their skills and provides better services to customer (Schneider et al, 1998). Morris & Sherman (1981) indicated that organizational commitment is able to effectively predict the employees performance and turnover. Meyeret et al(1989) also found that organizational commitment was a proper indicator of 34

work performance. It is important for managers and leaders to pay more attention to the employees organizational commitment. In this study we considered commitment that employees have to service quality, therefore Employee commitment to service quality (ECSQ) is a form of attitudinal commitment that can be described as the strength of an individuals dedication to providing quality service to an organizations customers (Ahmed and Parasuraman 1994). Although it is conceptually similar to organizational commitment (Mowday, Steers, and Porter 1979), J. Morris and R.M. Steers (1980) have linked leadership behavior to employees organizational commitment and found positive correlations between high respect for leaders, high hierarchical structure level and organizational commitment. Several studies indicate that participative leadership is more conducive to employee commitment and loyalty than is directive leadership (Bass 1981). Due to its autocratic and manipulative nature, directive leadership tends to focus on specific job tasks (Muczyk and Reimann 1987). In contrast, a participative leader invites the input of employees and strives for consensus (Bass 1981). Because participative leadership values the employee more than it does the task, such leadership is likely to engender increased commitment among employees. As a result, the likelihood that frontline employees will adopt the managers orientation to service quality increases. Hence: Hypothesis 5: directive leadership style is associated with employee commitment to service quality. Hypothesis 6: participative leadership style is associated with employee commitment to service quality. 2.3. Relationships between Employees Values and Actions 2.3.1. Shared Customer-oriented Values When employees share the values of their organization, their job responses and behavior become more consistent with those values. Shared values are among the most important components of any organizations culture (Deshpand and Webster 1989). As such, shared values create a framework of cultural norms and performance standards. That are sanctioned by the organization and embraced by its employees. Employees working within this framework of shared values will better understand their role in executing the firms customer-oriented mission (Hartline, Maxham, and McKee 2000). Thus, when employee and organizational values are aligned, employees will experience greater clarity about their role, their job, and how they contribute to the firms mission. A similar relationship also holds true with respect to employee commitment. Employees who share the organizations values tend to be exhibit greater commitment at work (Hartline, Maxham, and McKee 2000). Furthermore, it is reasonable to predict that when employees share the organizations customer-oriented values, they are more likely to exhibit commitment to serving customers well (Parasuraman, Zeithaml,and Berry 1985). Hence: Hypothesis 7: shared customer oriented values between the bank and their frontline employee is associated with employee role clarity. Hypothesis 8: shared customer oriented values between the bank and their frontline employee is associated with employee commitment to service quality. 2.3.2. Role Clarity Role clarity perceived by the frontline employees is not only desirable in terms of customer satisfaction, but is also linked with employees job satisfaction, organizational commitment and improved performance (de Ruyter et al., 2001). According to role theory, customer-contact employee has a strong need for clarity on how they are expected to perform their jobs (Bush and Busch, 1981; Teas et al., 1979). The relationship between role stress and employee commitment to service quality has not been investigated empirically. However, research does indicate that organizational commitment is affected negatively by role conflict and role ambiguity (Mathieu and Zajac 1990). A lack of role clarity has a negative impact on job performance (Churchill et al, 1985). Considerable evidence 35

suggests that increased role ambiguity is associated with reduced job satisfaction and commitment among frontline employees (Hartline and Ferrell 1996; Singh 2000). Hence, we hypothesize the following: Hypothesis 9: Employees role clarity is associated with employee commitment to service quality.

3. Research Method
3.1. Sample In this research for testing the hypotheses we collected the data from managers and frontline bank employees in Iran. To collect the data for the study, 87 questionnaire Packets, each containing one survey for the manager and four for employees that spent time directly dealing with customers for transactions as well as responding to problems and complaints (frontline employees) consigned. The survey asked managers about their leadership styles, while frontline employees were asked about their shared customer values, role clarity and commitment to service quality. From a total of 348 employee questionnaires distributed, 194 usable questionnaires were returned. The response rate was 55.74%. Meanwhile, all 87 manager questionnaires were completed, and the response rate was 100%. The demographic characteristics of employees and general managers are reported in Table1.
Table 1: Demographic Characteristics of Frontline Employees and Managers
Frontline Employees n = 194 Frequency Percentage Gender Male Female Age (years) 20-30 31-40 41-50 51-60 Education Diploma Senior High School Bachelor MA Experience (years) under 7 714 1522 2230 124 72 53 108 32 1 32 50 106 6 62 101 24 7 62.9 37.1 27.3 55.7 16.5 5 16.5 25.8 54.6 3.1 32 52.1 12.4 3.5 Managers n = 87 Frequency 85 2 8 19 36 24 10 17 57 3 12 20 37 18 Percentage 97.7 2.3 9.2 21.8 41.4 27.6 11.5 19.5 65.5 3.5 13.8 23 42.5 20.7

3.2. Measurement Based on our review of the previous related literature, we constructed our survey instrument. We utilized a multiple-item method; in which each item was measured on a five-point Likert scale from strongly disagree to strongly agree. Prior to the data analysis, the measurement instruments were evaluated for reliability. This was done to determine the degree to which the observed variables measured the true value, and whether they were error free. Thus, the constructs were tested for reliability, using Cronbachs alpha test. Nunnally (1994) suggested that the score for each construct should be greater than 0.6 to be considered reliable. As shown in Table 2, the Cronbachs alpha (reliability) for variable. Because the overall reliability of measurement was above 0.7, the measurement instrument was shown to have a sufficient internal consistency. As a result, the data were 36

found to be appropriate for further analysis. In an effort to test for the convergent and discriminant validity of the constructs, confirmatory factor analysis was employed. Factor analysis confirmed factor loading in each variable to provide the appropriate factor to examine the research model. The confirmatory factor analysis of the measurement model will categorize the appropriate factor variables and will use them to analyze the results. Conducting a Confirmatory Factor Analysis (CFA) of measurement model confirms the factor structure of the measures as used. When the factors are appropriately identified and loaded, the hypothesized structural model can be tested (Hair et al., 2003). Thus, the application of factor analysis was deemed appropriate. According to Hair et al(2003), in order to determine the minimum loading necessary to include an item in its respective construct, variables with loading greater than 0.3 were considered significant; loading greater than 0.4, more important; and loadings of 0.5 or greater were quite significant. Thus, this study accepts items with loading of 0.5 or greater. As shown in the Table2, the internal consistency reliability (Cronbachs alpha) of each measure is above the commonly accepted threshold of .60. Also, the results of confirmatory factor analysis are shown in table 2. The results indicated a reasonable fit of the six factor model to the employees data on the basis of a number of fit statistics ( =193.66, df =186, root mean square error of approximation [RMSEA] =.015, Goodness-of-Fit Index [GFI] = .91, Adjusted Goodness of Fit Index (AGFI) =.89, Normed Fit Index [NFI] = .81, Comparative Fit Index [CFI] = .91. Meanwhile, Goodness of Fit Statistics for manager data indicates: ( =67.91, df = 26, root mean square error of approximation [RMSEA] = .067, Goodness-of-Fit Index [GFI] = .85, Adjusted Goodness of Fit Index (AGFI) =.74, Normed Fit Index [NFI] =.88, Comparative Fit Index [CFI] =.90
Table 2: Result of confirmatory factor analysis and Cronbachs alpha
Factor Loading 0.55 0.52 0.50 0.58 0.75 0.52 0.64 0.56 0.64 0.69 0.75 0.66 0.54 0.55 0.65 0.65 0.70 0.21 0.58 0.62 0. 60 0. 57 t-value 4.74 4.51 4.28 5.03 6.72 0.786 4.31 5.32 4.60 5.38 0.89 5.99 6.40 5.75 4.71 4.80 0.765 6.19 6.14 6.71 1.90 5.47 5.90 5.64 5.36 0.856 0.68 0.54 0.59 6.08 4.84 5.31 Cronbachs alpha 0.823

Item Directive leadership DL1 DL2 DL3 DL4 DL5 Participative leadership PL1 PL2 PL3 PL4 Shared customer oriented values SCV1 SCV2 SCV3 SCV4 SCV5 Role clarity RC1 RC2 RC3 RC4 RC5 RC6 RC7 RC8 Employees commitment to service Quality ECSQ1 ECSQ2 ECSQ3

37

ECSQ4 ECSQ5 ECSQ6 ECSQ7 ECSQ8

0.61 0.51 0.55 0.13 0.51

5.42 4.52 4.95 1.17 4.51

3.3. Analysis When the appropriate measurement model has been established, the next step is to test the full structural model. Structural equation modeling is a tool for testing the causal relationships among the latent variables, explaining the causal effects and assigning the explained and unexplained variance (Joreskog & Sorbom, 2004). The relationships hypothesized in Figure 1 were tested using LISREL 8.8 to estimate completely standardized parameter estimates and t-values. The structural equation modeling was utilized to determine the significant relationships among variable. The structural equation modeling confirms this conceptual model perfectly because of causal relationships among these variables. The results are summarized in Table 3. Model fit statistics in Table 4 collectively indicate that the proposed model fits the data relatively well. Chi-Square= 2.17 and df=2 (p = .0324) indicate that the fit for the model is acceptable. And model, shown in Exhibit 5
Table 3: Model Test Results
Path Directive leadership shared values Participative leadership shared values Directive leadership role clarity Participative leadership role clarity Directive leadership ECSQ Participative leadership ECSQ shared values role clarity shared values ECSQ Role clarity ECSQ Parameter Estimate -0.36 0.43 0.47 -0.09 -0.26 0.34 0.43 0.36 0.30 t-Value -6.87 8.14 7.62 -1.41 -5.73 7.74 6.32 7.35 6.99

Hypothesis H1 H2 H3 H4 H5 H6 H7 H8 H9

Table 4:

Goodness of Fit Statistics

Appropriate criteria RMR < 0.05 GFI > 0.9 AGFI > 0.9 RMSEA < 0.05 NFI > 0.9 CFI > 0.9 IFI > 0.9

Fitting indexes RMR = root mean square error GFI = Goodness-of-Fit Index AGFI=adjusted goodness-of-fit index RMSEA = root mean square error of approximation NFI = Normed Fit Index CFI = Comparative Fit Index IFI= Incremental fit index

0.025 0.978 0.934 0.011 0.984 0.97 0.97

4. Results
This study examined the impact of directive and participative leadership style on employees responses, including shared customer oriented values, role clarity and employees commitment to service quality in Iranian banks. Results indicated that leadership styles can influence frontline employees responses. The path diagram has been showed in figure 2 that indicated path coefficients between variables. The findings indicated that directive leadership has negative impact on shared customer oriented values and employees commitment to service quality. In other words due to autocratic nature of directive leadership, this leadership style reduces the employees commitment to service quality and shred values between bank and employees. Therefore the results proved hypotheses H1 and H5. Moreover directive leadership significantly increases clarity of role between employees in the environment of bank. Because of the authoritative nature of directive leadership, this leadership 38

style provides subordinates with an explicit understanding of their responsibilities and roles within the organization (Hughes, Ginnett, and Curphy 1999). Therefore our findings proved hypotheses H3. Hypotheses in our study are concerned with the direct effects of leadership styles on employees commitment to service quality. However, we were interested in total effects of these leadership styles on employees attributes. Accordingly, we computed their direct, indirect, and total effects as shown in table 5 we use these findings, as well as our hypothesis testing results, in drawing implications from our study. In addition to direct effect of directive leadership on employees commitment to service quality, this factor also has indirect impact on employees commitment to service quality via shared customer oriented values and role clarity. The results indicated that total effect of this leadership style on employees commitment is negative. Consequently, it can be stated that directive leadership significantly diminishes employees commitment to service quality. Participative leadership significantly impacts on employees commitment to service quality and shared customer oriented values between employees and bank. These findings demonstrate that employees who work in a participative bank environment are influenced by the firms culture and values. The path coefficient between participative leadership and two variables (shared customer oriented values and employees commitment to service quality) are strong and positive which indicates that the use of participative leadership style by managers would cause the increase in employees commitment and shared values. Therefore, our findings proved hypotheses H2 and H6. Contrary to hypothesis 4, participative leadership does not directly influence role clarity. Although this leadership style has direct effect on employees commitment to service quality but it has indirect effect through role clarity and shared values on employees commitment to service quality. Shared values variable has a positive effect on role clarity and commitment to service quality, supporting hypotheses 7 and 8. The path coefficient between shared values and role clarity is strong and positive. In fact, the increase of shared values between banks and employees would raise the role clarity. Also the path coefficient between shared values and commitment to service quality is positive. This finding indicates the importance of aligning employee and organizational values in a bank setting. Role clarity has a positive effect on employees commitment to service quality, supporting hypotheses 9.
Figure 2: Path Diagram of the Proposed Model

Role Clarity

0.47 0.30
Directive Leadership

-0.26 -0.36
Employees Commitment to service quality

-0.09
Participative Leadership

0.34 0.43

0.43

0.36

Shared customer values

39

Table 5:

Direct, indirect, and total effects on Employee commitment to service quality

Employee commitment to service quality indirect effects Total effect -0.035 -0.295 0.183 0.583 0.129 0.489

Directive leadership Participative leadership Shared customer oriented values

direct effect -0.26 0.40 0.36

5. Conclusion
This study examined the effect of directive and participative leadership on employees actions in Iranian bank. Our findings provided important foundations for understanding frontline employees responses to managers leadership styles in service organizational climate. The result of this study indicates how different leadership styles can influence on employees performance in services systems. The results indicated that directive leadership style has negative influences on employees commitment to quality of offered services to customers. Therefore must be attention that managers who emphasize for quality of their organization services, require to select their appropriate leadership style. Managers leadership style creates culture in the organization that can influence on employees commitment to service delivered. In addition, results show that participative leadership style has positive effect on commitment, shared values and employees role clarity. Therefore, based on the results of this research can be stated that participative leadership style appropriate for service organizations than directive leadership. Because of the autocratic nature of directive leadership excludes employees and limits their autonomy and decisions was make without employees opinion therefore employees will be less likely to accept organizational goals or strategies. Based on this reasoning can be stated that, directive leadership style reduce shared customer oriented values commitment to service quality. In addition to these direct effects of leadership styles on employees commitment to service, these two leadership styles have indirect effects through two variables (role clarity and shared values on employees commitment to service). This demonstrates the importance of these two important factors affecting employee commitment is that managers need to pay attention to it.

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