Search results

This paper sets out to present practical tools for HR leaders to diagnose their organization's leadership reputation and start the process of building economic value by proactively managing their unique leadership brand.

It is based on research by Oliver Wyman and The Economist Intelligence Unit, carried out in 2008 to 2009 among 153 leaders representing companies with $1 billion+ revenue in 43 countries. The research asked about leadership reputation and its relationship with economic performance and also included 20 in‐depth interviews.

Organizations with recognized leadership brands outperform others in their industry in three critical areas – revenue, net income, and share price – and the importance of leadership reputation increases even more significantly in a tough economy.

HR leaders hold a unique position from which to drive leadership brand equity for their organizations. They sit at the intersection of strategy, communication and talent and, as such, have the knowledge, interest and charter not only to improve individual leaders, but also to generate value from the aggregate of leaders.

In a concise and straightforward manner, the paper provides readers with a way to get started in building greater equity for their company through a strategic HR role in managing the organization's leadership brand.

The concept of employee-based brand equity (EBBE) has been the center of scholars' attention in the field of marketing and brand management. The brand is one of the most valuable intangible assets of any organization. This research is a novel step in examining the brand-specific transactional leadership role in implementing the new approach of brand-building behaviors (BBBs) and EBBE.

The statistical population of the current study is employees of five major insurance companies in Semnan city of Iran. Using the classified random sampling method, 136 employees of these insurance firms were chosen. Likert-based questionnaires were used to collect data. Structural equation modeling (SEM) was used to analyze research data.

Findings show that brand-specific transactional leadership affects participation and retention positively and significantly. Also, the variables of participation, in-role brand-building behavior (IRBBB) and retention, have a positive and significant effect on the EBBE. However, no significant relationship has been found between brand-specific transactional leadership and the IRBBB.

The study was bound by access to firms and managers' availability. On the other hand, this research is a cross-sectional study, and its data have been collected in a certain period of time, while longitudinal research can provide a richer result. Future research can benefit from the impact of brand-specific transactional leadership and brand evangelism.

When selecting brand leaders, manager training programs need to evaluate whether a candidate has brand-specific transactional leadership traits that will enhance the successful internalization of brand values and improve EBBE.

Brand-specific transactional leadership increases employee responsibility and a greater desire to engage in citizenship behaviors. In addition, using partnerships to influence customer supportive behaviors creates a good image of the company and its services in the minds of customers. Also, this research is a novel step in examining the brand-specific transactional leadership role in implementing the new approach of BBBs and EBBE.

This study aims to analyze the linkages among corporate social responsibility (CSR), leadership, and brand equity in hospitals in Vietnam.

Analyses of variance and structural equation model are resorted to in this study.

The findings reveal that transactional leadership is correlated with legal CSR and economic CSR. Transformational leadership, on the other hand, cultivates ethical CSR, which in turn positively influences brand equity. A direct bridge between transformational leadership and brand equity is also detected.

The study offers insight into the linkage pattern of CSR, leadership, and brand equity in hospitals in Vietnam.

The purpose of this paper is to answer the question of how brand-specific transformational leadership (TFL) and transactional leadership (TRL) enhance employee-based brand equity (EBBE) by influencing employees’ perceived brand value congruence (EPBVC).

This study employed hierarchical linear modeling and chose moderating variables that are primarily related to the working environment: person–job fit (PJF) and person–group fit (PGF). The sample included managers and employees of the largest domestic bank in Taiwan.

Questionnaires were distributed to banking staff in the service industry. The results imply that both brand-specific TFL and brand-specific TRL require the mediation of PJF and PGF to influence EBBE, which then influences brand equity. Without these mediators, brand-specific TFL and brand-specific TRL have no effects on EBBE.

Compared to the results from other studies, these results imply a unique discovery that both brand-specific TFL and brand-specific TRL require the mediation of PJF and PGF to influence EPBVC, which in turn influences EBBE. Without these mediators, brand-specific TFL and brand-specific TRL do not have any effects.

The purpose of this paper is to report the findings of a study which examines the relationship between transformational leadership and intention to leave through the mediating role of employee engagement, employer branding, and psychological attachment.

Transformational leadership, employee engagement, employer branding, and psychological attachment were assessed in an empirical study based on a sample of 405 full-time employees working in information technology (IT) organizations in India. The data which were obtained using Google doc and a printed questionnaire was analyzed through structural and measurement model.

The results reveal that transformational leadership style directly influences employee intention to leave. Transformational leadership and employer branding is mediated by employee engagement. The leadership relation with psychological attachment is mediated by employer branding.

The implications of the study are of utmost importance for Indian IT industries facing high voluntary turnover in recent times. Transformational leaders in teams contribute to develop employee engagement, employer branding, and psychological attachment. Imparting transformational leadership training to team leaders can help in generating psychological attachment with the employees which would go a long way.

This study explores the relationship among transformational leadership style, employee engagement, employer branding, and psychological attachment which has not been explored theoretically and tested empirically in an Indian context.

This paper aims to investigate the brand building behavior in the luxury hotel industry from the perspective of frontline employees. In particular, this study addresses the importance and relevance of supportive leadership, brand building behavior and customers’ perceived brand image in the hotel industry.

The research uses data from four luxury class (4 and 5 star) hotels in the Pearl River Delta of China. Contact with frontline employees yielded employee and customer data, with 243 of 369 employee questionnaires having one or more matches with 1,158 customer questionnaires. Hierarchical linear modeling was adopted to test the research model.

Luxury hotels benefit from managers who provide supportive leadership that encourages employee brand building behavior. In turn, employee brand building behavior influences customers’ positive perception of brand image.

Brand building behavior is a top-to-bottom process. Luxury hotels need to pay attention to internal brand building orientation, while managers should reinforce the organization’s cultural orientation and provide appropriate job skills training to improve employees’ willingness and ability to build the company’s brand.

Findings of this study contribute to the brand management literature and the hotel management literature by addressing important matters affecting the frontline employees’ brand building behavior.

The paper aims to clarify the relationship between organisational structures and individual brand supporting behaviour. It proposes modelling the social transformation process and outlining why and how leadership is important throughout the internal brand building process. The study aims to expand the domain of corporate branding by including a broader range of human resource and leadership‐related aspects than is normally found in the branding literature.

The paper opted for an exploratory study using the open‐ended approach of grounded theory, including 30 depth interviews and one expert group discussion with employees representing middle and senior management having mainly a marketing and corporate communications background. The data were complemented by documentary analysis, including brand documents, descriptions of internal processes, and copies of employee magazine articles.

The paper provides empirical insights about how change is brought about during internal brand building. It suggests that successful leaders act as “integrating forces” on two levels: integrating the elements of corporate identity structures, and mediating between the corporate branding structures and the individual.

Because of the chosen research approach, the research results may lack generalisability. Therefore, researchers are encouraged to test the proposed propositions further.

The paper includes implications for the development of a powerful brand image, the development of “brand ambassadors” and for managing the balance between stability and change.

This paper fulfils an identified need to study how brand‐supportive behaviour can be enabled.

This study aims to investigate the brand-oriented leadership of a city’s mayor and city online brand communication as brand management-related antecedents of residents’ city brand commitment. It thus examines if city brand managers can apply internal branding concepts from the corporate branding domain in a city branding context.

The relationships between the brand management-related antecedents and the internal city branding (ICB) objective are tested through structural equation modeling using cross-sectional survey data of 414 residents of a German city.

Both the brand-oriented leadership of the mayor in terms of acting as a role model by living the city brand and its identity and by showing commitment to the brand and the city’s online brand communication in terms of its quality have positive effects on residents’ city brand commitment. Moderation analyses reveal no significant differences between the path estimates for age, place of birth, duration of residency and education. However, the results differ significantly for gender.

As this study’s sample is limited to only one city in Germany, further research needs to investigate the relationships in different cities and other countries to ensure the generalizability of the results. Future studies might also include other aspects of city brand communication, as well as cognitive and behavioural ICB objectives.

To increase residents’ city brand commitment, city brand managers should ensure that a city’s online brand communication is adequate, complete, credible, useful and clear. Furthermore, through creating awareness for the importance of a mayor’s brand-oriented leadership and through educating and training the mayor to engage in this specific form of brand-oriented transformational leadership, city brand managers can increase residents’ emotional attachment with the city brand.

This study integrates internal branding research from the corporate branding domain with place and city branding research. It confirms that certain aspects of internal branding (i.e. brand-oriented leadership, brand communication and brand commitment) are applicable not only in the corporate branding domain but also in other branding contexts such as city branding if adapted properly.

The purpose of this paper is to investigate the influence of perceived brand leadership of an e-commerce website on satisfaction and repurchase intention. Moreover, the different roles of gender and age were explored in the proposed model.

An online survey was administered to Chinese consumers (n=476) who have purchased products on e-commerce websites. Using SmartPLS 3.0 software, a partial least squares structural equation modeling analysis was conducted in this study.

The results showed that all factors of perceived brand leadership (i.e. quality, value, innovativeness and popularity) have positive influences on satisfaction, and in turn satisfaction significantly affects repurchase intention. Also, value and popularity have positive influences on repurchase intention. In addition, gender differences were found in the proposed model. More specifically, the influence of quality on satisfaction was stronger for male consumers, while the impact of popularity on satisfaction was stronger for female. In terms of age differences, the influence of quality on satisfaction was stronger for the consumers over 40 years old as compared to the younger consumers (i.e. the 20s). Moreover, the influence of innovativeness on satisfaction and repurchase intention was stronger for the 20s consumers as compared to the consumers who are over 40 years old.

This study attempts to apply the concept of brand leadership to the e-commerce setting by addressing differential consumption decision-making process. In addition, different gender and age groups reveal unique preferences and consumption patterns.