Frontline employees’ nonverbal cues in service encounters: a double-edged sword

In this research, we look at the similarity between frontline service employees’ nonverbal or expressive behavior and customers’ receptivity of nonverbally expressed emotions (i.e., expressive similarity). supported by evidence from four studies, we demonstrate that expressive similarity between customers and frontline service employees yields positive outcomes for both the employee and the organization under successful service delivery, but it can paradoxically backfire on the organization in service failures. in successful service encounters, higher expressive similarity between customers and employees enhances consumer satisfaction and promotes more direct compliments and positive word of mouth. in contrast, higher expressive similarity increases customer dissatisfaction and intent to engage in negative word of mouth, but it reduces customers’ inclination to lodge direct complaints following a service failure (study 1). studies 2 and 3, both field experiments, provide external validation of the key findings on customer satisfaction and voice intentions (study 2) as well as actual voice behavior (study 3). building on these findings, study 4 reveals that while customer-perceived rapport and trait impressions of the service employee mediate the observed effects of expressive similarity on satisfaction, only rapport significantly explains the effects of expressive similarity on voice intentions. theoretical and managerial implications, along with suggestions for future research, conclude the paper.