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Customer-Centric Leadership

Part of the CX Centric Customer Centricity Maturity Model

WHAT IS LEADERSHIP?

Effectively Leadership is a critical success factor in any customer-centric transformation. It begins with an acknowledgement and respect for the importance of the Customer Experience, signified by budget and resources allocated to Customer Experience improvement activities. Effective leaders lead from the front and lead by example. They are transparent and are able to build strong relationships and networks across the organization. They support and empower employees to be able to offer better experiences. Leadership provides direction, process, and coordination to the members of an organization for the purpose of attaining the organization's goals.

WHY IS LEADERSHIP IMPORTANT?

  • Drives behaviours across the business to improve customer loyalty
  • Supports and drives the creation of memorable Customer Experiences
  • Sets clear direction for the organization which improves the employee experience
  • Instrumental in improving the competitiveness of the organization
  • Hold the key to any customer-centric transformation

Three Dimensions of Leadership

customer_centricity_empowerment

EMPOWERMENT

Empowerment is about creating working conditions where employees develop the skills to take initiative and exploit their full potential to improve the Customer Experience and create value for a company.

invest in CX

INVESTS IN CX

Successful and effective leaders clearly invest both time, resources, and money in Customer Experience.

lead by example

LEADS BY EXAMPLE

Customer-centric leaders lead from the front. They are transparent and bring their team with them through the journey.

TRAINING OFFER

Interested in Training on Customer Experience?

We have a strong selection of workshops available to support you and your team.

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LEARN ABOUT 
CUSTOMER VISION & STRATEGY
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CX DESIGN AND INNOVATION

REFERENCES

  • Armandi, B., Oppedisano, J., & Sherman, H. (2003). Leadership theory and practice: A "case" in point. Management Decision, 41(10), 1076-1088.
  • AL-Abrrow, H., Abdullah, H., & Atshan, N. (2019). Effect of organizational integrity and leadership behavior on organizational excellence: Mediator role of work engagement. International Journal of Organizational Analysis, 27(4), 972-985.
  • Dubrin, A. J. (2001), Leadership: Research Findings, Practice, and Skills, 3rd Edition. Boston, MA: Houghton Mifflin.
  • Erkutlu, H. (2008). The impact of transformational leadership on organizational and leadership effectiveness: The Turkish case. The Journal of Management Development, 27(7), 708-726.
  • Raeisi, N., & Amirnejad, Q. (2017). Investigating the effect of organizational leadership on organizational agility: Mediating role of organizational commitment. International Journal of Economic Perspectives, 11(1), 1154-1168.
  • Svensson, G., & Wood, G. (2006). Sustainable components of leadership effectiveness in organizational performance. The Journal of Management Development, 25(6), 522-534.
  • Zheng, J., Wu, G., Xie, H., & Li, H. (2019). Leadership, organizational culture, and innovative behavior in construction projects: The perspective of behavior-value congruence. International Journal of Managing Projects in Business, 12(4), 888-91

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