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Leadership co-construction in a Service Organization

Romero, Carlos LU (2016) SMMM11 20161
Department of Service Management and Service Studies
Abstract
The aim of this study was to explore how leadership is co-constructed in an Ecuadorian service organization, specifically in the counter ticket offices of an airline company. Furthermore, through qualitative method, to generate an understanding of how the leadership co-construction includes different actors and factors that might be involved into this process.
This research is embedded in the theoretical field of leadership between leader and follower, providing an overview of its co-construction into an air service organization and the different leadership styles that normally emerge within the organizational structure.
As methodology, considering the exploratory strategy of this case study (Yin, 2013), seven semi-structured interviews... (More)
The aim of this study was to explore how leadership is co-constructed in an Ecuadorian service organization, specifically in the counter ticket offices of an airline company. Furthermore, through qualitative method, to generate an understanding of how the leadership co-construction includes different actors and factors that might be involved into this process.
This research is embedded in the theoretical field of leadership between leader and follower, providing an overview of its co-construction into an air service organization and the different leadership styles that normally emerge within the organizational structure.
As methodology, considering the exploratory strategy of this case study (Yin, 2013), seven semi-structured interviews were conducted, where different questionnaire guidelines were implemented, according to the role of the participant in the air service organization. Hence, three semi-structured interviews were held with different leaders in the role of supervisors and four semi-structured interviews were performed with coordinators and sales agents, for the collection of empirical data and its subsequent analysis. The above information, through an abductive approach as analytical reflection (Alvesson & Sköldberg, 2009), exploring different opinions, feelings, emotions and the leader-follower relationship within these units of analysis. The gathered information was according to the different perceptions from the participants, rather than any academic knowledge.
This exploratory study offered new insights in the context of an air service organization in a developing country. The research has demonstrated the usefulness of leadership co-construction in the internal working atmosphere, associated with well-being and positive attitudes; contributing in establishing an initial step to understand its functionality in the Ecuadorian business context. (Less)
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author
Romero, Carlos LU
supervisor
organization
alternative title
A case study in the counter ticket offices of an Ecuadorian airline company
course
SMMM11 20161
year
type
H1 - Master's Degree (One Year)
subject
keywords
Follower, leader-follower relationship, leader, leader-member exchange theory (LMX), transformational leadership, transactional leadership.
language
English
id
8878009
date added to LUP
2016-06-07 18:53:59
date last changed
2016-06-07 18:53:59
@misc{8878009,
  abstract     = {The aim of this study was to explore how leadership is co-constructed in an Ecuadorian service organization, specifically in the counter ticket offices of an airline company. Furthermore, through qualitative method, to generate an understanding of how the leadership co-construction includes different actors and factors that might be involved into this process.
This research is embedded in the theoretical field of leadership between leader and follower, providing an overview of its co-construction into an air service organization and the different leadership styles that normally emerge within the organizational structure.
As methodology, considering the exploratory strategy of this case study (Yin, 2013), seven semi-structured interviews were conducted, where different questionnaire guidelines were implemented, according to the role of the participant in the air service organization. Hence, three semi-structured interviews were held with different leaders in the role of supervisors and four semi-structured interviews were performed with coordinators and sales agents, for the collection of empirical data and its subsequent analysis. The above information, through an abductive approach as analytical reflection (Alvesson & Sköldberg, 2009), exploring different opinions, feelings, emotions and the leader-follower relationship within these units of analysis. The gathered information was according to the different perceptions from the participants, rather than any academic knowledge.
This exploratory study offered new insights in the context of an air service organization in a developing country. The research has demonstrated the usefulness of leadership co-construction in the internal working atmosphere, associated with well-being and positive attitudes; contributing in establishing an initial step to understand its functionality in the Ecuadorian business context.},
  author       = {Romero, Carlos},
  keyword      = {Follower,leader-follower relationship,leader,leader-member exchange theory (LMX),transformational leadership,transactional leadership.},
  language     = {eng},
  note         = {Student Paper},
  title        = {Leadership co-construction in a Service Organization},
  year         = {2016},
}