Purpose
The purpose of this paper is to identify attributes and practices that are salient for effectiveness in middle- and senior-level service leadership positions.
Design/methodology/approach
Critical incident interviews were conducted with 17 key informants, who were service leaders in various service sectors in Hong Kong, and with ten stakeholders.
Findings
Grounded theory analysis generated a 7 Cs model with seven categories of service leadership attributes and practices: character, choreography, care, creativity, charisma, collaborating and competence self-improvement, and 24 constituent concepts. There was concordance between pairs of key informants and stakeholders.
Research limitations/implications
Further research could investigate the impact on frontline service leaders’ performance if one or more of the 7 Cs are perceived to be absent or deficient among leaders at more senior levels, and whether there are acceptable substitutes for particular Cs.
Practical implications
The 7 Cs model identifies service leadership attributes and practices across diverse sectors.
Originality/value
The 7 Cs model provides a map for orienting the developmental preparation of individuals, who are aspiring to become middle- and senior-level leaders in economies that have become highly dependent on service.
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