The Role Of Leadership And Engagement In Call Center Performance: Answering The Call In Peru

Purpose To examine the effects of leadership style on in-role performance through feedback seeking behavior (FSB) and engagement using the job demands resource theory (JD-R). Design/methodology/approach The sample consisted of 152 employees working in a Peruvian call center. Structural equation modeling (SEM) was used to test the research hypotheses. Findings Transformational leadership was significantly related to in-role performance, with FSB and engagement sequentially mediating the relationship. Originality/value This study highlights the motivational processes that can lead to employee engagement and performance within a call center and identifies the contribution of feedback seeking within this environment.