TY - JOUR
T1 - A 7 Cs model of effective service leadership
AU - ZOU, Tracy X.P.
AU - SNELL, Robin S.
AU - CHAN, Maureen Y. L.
AU - WONG, Amy L.Y.
PY - 2018/8/6
Y1 - 2018/8/6
N2 - Purpose: The purpose of this paper is to identify attributes and practices that are salient for effectiveness in middle- and senior-level service leadership positions. Design/methodology/approach: Critical incident interviews were conducted with 17 key informants, who were service leaders in various service sectors in Hong Kong, and with ten stakeholders. Findings: Grounded theory analysis generated a 7 Cs model with seven categories of service leadership attributes and practices: character, choreography, care, creativity, charisma, collaborating and competence self-improvement, and 24 constituent concepts. There was concordance between pairs of key informants and stakeholders. Research limitations/implications: Further research could investigate the impact on frontline service leaders’ performance if one or more of the 7 Cs are perceived to be absent or deficient among leaders at more senior levels, and whether there are acceptable substitutes for particular Cs. Practical implications: The 7 Cs model identifies service leadership attributes and practices across diverse sectors. Originality/value: The 7 Cs model provides a map for orienting the developmental preparation of individuals, who are aspiring to become middle- and senior-level leaders in economies that have become highly dependent on service.
AB - Purpose: The purpose of this paper is to identify attributes and practices that are salient for effectiveness in middle- and senior-level service leadership positions. Design/methodology/approach: Critical incident interviews were conducted with 17 key informants, who were service leaders in various service sectors in Hong Kong, and with ten stakeholders. Findings: Grounded theory analysis generated a 7 Cs model with seven categories of service leadership attributes and practices: character, choreography, care, creativity, charisma, collaborating and competence self-improvement, and 24 constituent concepts. There was concordance between pairs of key informants and stakeholders. Research limitations/implications: Further research could investigate the impact on frontline service leaders’ performance if one or more of the 7 Cs are perceived to be absent or deficient among leaders at more senior levels, and whether there are acceptable substitutes for particular Cs. Practical implications: The 7 Cs model identifies service leadership attributes and practices across diverse sectors. Originality/value: The 7 Cs model provides a map for orienting the developmental preparation of individuals, who are aspiring to become middle- and senior-level leaders in economies that have become highly dependent on service.
KW - Care
KW - Character
KW - Competences
KW - Empowerment
KW - Service leadership practices
UR - http://www.scopus.com/inward/record.url?scp=85049520672&partnerID=8YFLogxK
U2 - 10.1108/LODJ-01-2018-0048
DO - 10.1108/LODJ-01-2018-0048
M3 - Journal Article (refereed)
SN - 0143-7739
VL - 39
SP - 745
EP - 761
JO - Leadership and Organization Development Journal
JF - Leadership and Organization Development Journal
IS - 6
ER -