Date of Conferral

2021

Degree

Ph.D.

School

Management

Advisor

Aridaman Jain

Abstract

Call center representatives' performance may impact the operational costs and the level of quality provided to the customer. The specific management problem is the need to ensure that the organizational performance goals are met month after month by employees to reduce costs and increase the organization's efficiency. The purpose of this quantitative study was to examine the relationship between quality evaluation scores and average handle times of call center representatives for each of three leadership styles of front-line managers at transportation call centers in the United States. This study included the theoretical foundation of transformational, transactional, and laissez-faire leadership theories. The research design was correlational and non-experimental. The relationship between quality evaluation scores and average handle times of call center representatives was analyzed by using Pearson’s correlation. The Multifactor Leadership Questionnaire was used to measure the leadership styles of the call center managers. The findings indicated a significant relationship between quality evaluation scores and average handle times of call center representatives who reported to transformational front-line call center managers, which corresponded to the highest performance of call center representatives. The results of the study may promote positive social change by helping companies to determine the most effective leadership style for front-line call center managers to maximize call center representatives’ performance and thus improve call center customers’ satisfaction.

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