The role of leadership and engagement in call center performance: answering the call in Peru

PurposeTo 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/approachThe sample consisted of 152 employees working in a Peruvian call center. Structural equation modeling (SEM) was used to test the research hypotheses.FindingsTransformational leadership was significantly related to in-role performance, with FSB and engagement sequentially mediating the relationship.Originality/valueThis 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.