Abstract
Grounded in a control-based perspective, we proposed and tested a team-based model of the processes through which team empowering leadership influences aggregated proactive customer service performance. Data were obtained from teams of frontline employees and their supervisors of a retail bank in an emerging economy. Results of a second stage moderation test (Edwards and Lambert, 2000) revealed that team empowering leadership positively relates to collective psychological ownership which, in turn, mediates the team empowering leadership-aggregated proactive customer service performance relationship. The results further revealed that collective psychological ownership only relates to aggregated proactive customer service performance when empowerment climate is low but not high. We interpret this finding as suggesting a compensatory role for empowerment climate in the collective psychological ownership-aggregated proactive customer service performance relationship.