Brand-Specific Leadership

The task of encouraging employees to build and
strengthen an organization s brand image that is,
encouraging them to act as "brand champions" is a
challenge for businesses high in customer
interaction. In this effort, supervisors play a
critical role as they are the ones who need to
motivate and guide employees' brand building
behavior. But what can managers actually do to have
employees act on behalf of the corporate brand? The
author Felicitas Morhart answers this question
in a twofold way: First, in terms of what managers
should do and second, in terms of what managers are
able to do. She therefore presents results of two
studies. In a first study, she shows which
leadership style is most effective for enabling
brand-building behaviors among employees and the
psychological processes involved. In a second study,
she examines the question of whether it is
possible for managers to learn the very leadership
style that has been identified as superior in the
first study.

Autorentext

Felicitas Morhart, Dr. oec HSG: Studies in Communication Science, Organizational Psychology, and Media Law at the Ludwig-Maximilians Universität in Munich, Doctorate in Business Administration at the University of St. Gallen in 2008

Klappentext

The task of encouraging employees to build and strengthen an organization s brand image that is, encouraging them to act as "brand champions" is a challenge for businesses high in customer interaction. In this effort, supervisors play a critical role as they are the ones who need to motivate and guide employees' brand building behavior. But what can managers actually do to have employees act on behalf of the corporate brand? The author Felicitas Morhart answers this question in a twofold way: First, in terms of what managers should do and second, in terms of what managers are able to do. She therefore presents results of two studies. In a first study, she shows which leadership style is most effective for enabling brand-building behaviors among employees and the psychological processes involved. In a second study, she examines the question of whether it is possible for managers to learn the very leadership style that has been identified as superior in the first study.