The influence of transformational leadership on perceptions of organisational justice, intention to quit and Organisational Citizenship Behaviour among selected call centre employees in the financial services industry
Hendricks, Chezney Ross
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The call centre function is one that has continued to display its importance to organisations, specifically in the corporate environment. The projections of continued growth mean that it becomes of paramount importance to understand call centre employees, as their performance can be linked directly to vital organisational outcomes. The role of the call centre employee is often seen as one that is taken for granted. However, the true nature of this role comprises the creation and maintenance of an efficient business, and a direct relationship with sales volumes and customer satisfaction ratings. An argument can be made that achieving the outcome of becoming a sustainable organisation is strongly linked with the performance of the customer facing call centre staff. Therefore, leadership becomes of considerable importance where organisations need to rely on the ability of their leaders to better understand the attitudes and subsequent manifested behaviours of call centre employees. If a climate promoting equity and transformational leadership ideals that employees are able to buy into is created, this might, in turn, elicit extra-role behaviours where call centre staff are willing to go above and beyond their formal role requirements. Transformational leaders are seen as leaders with the ability to empower their employees with wide ranging links to positive individual and organisational outcomes. For this reason, the behaviour transformational leaders' display should serve as a basis for organisational outcomes and interventions.