- Title
- An analysis of how leadership has shaped the culture of customer centricity in the branch of a bank
- Creator
- Mali, Mandisa
- Subject
- Banks and banking -- Customer services
- Subject
- Banks and banking -- Customer services -- South Africa -- Case studies
- Subject
- Customer relations -- Management
- Subject
- Customer relations -- Management -- South Africa -- Case studies
- Subject
- Relationship banking -- South Africa -- Case studies
- Subject
- Bank management -- South Africa -- Case studies
- Date Issued
- 2020
- Date
- 2020
- Type
- Thesis
- Type
- Masters
- Type
- MBA
- Identifier
- http://hdl.handle.net/10962/171852
- Identifier
- vital:42132
- Description
- Financial institutions are faced with increasing competition as there has been an increase in new entrants in the industry, therefore a battle of market share in banking is in progress. Digitization is fast changing how customers perceive value, customers have become spoilt for choice and thus banks have to implement strategies that will help them to increase their market share by keeping the customers they currently have and strategies that help them to acquire more customers. A strategy on its own will not support organizational goals, if it is not adopted by the executers – the employees on the ground. It is important for leaders to support the strategic goals of an organization by ensuring that the goals become a culture, a way of doing things in that organization. This study is an analysis of how leadership shaped a culture of customer centricity in the branch of a bank. The objectives of the study were to: (1) To describe the culture of customer centricity that was cultivated by the branch manager; (2) To analyse what the leader pays attention to, measures and controls on a regular basis, in support of a culture of customer centricity; (3) To analyse how the leader conducts deliberate role modelling, teaching and coaching in support of a culture of customer centricity; (4) To analyse whether - and if so how - the quality of the dyadic relations between the leader and her followers enables or disables the effect of cultural mechanisms on the culture of customer centricity; and (5) To analyse how the leader built high quality relations with her followers The study took the form of a case study of a branch of a bank, where nine universal bankers and their former leader were interviewed. The data were then analysed using a deductive thematic analysis. The findings met all objectives of the study and the findings supported the propositions. The findings also discovered that reward and recognition contributed to the shaping of a culture of customer centricity. In conclusion the limitations and delimitations of the study are acknowledged, and recommendations are made. The study contributes towards the Social Exchange Theory (SET) and demonstrates how high-quality leader member exchange (LMX) relations can be developed. Several recommendations are made for further studies on factors shaping a culture of customer centricity, and implications for management are considered.
- Format
- 73 pages
- Format
- Publisher
- Rhodes University
- Publisher
- Faculty of Commerce, Rhodes Business School
- Language
- English
- Rights
- Mali, Mandisa
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| Thumbnail | File | Description | Size | Format | |||
|---|---|---|---|---|---|---|---|
| View Details Download | SOURCE1 | MALI-MBA-TR21-30.pdf | 1 MB | Adobe Acrobat PDF | View Details Download |