LEADSTAR CHRISTIAN UNIVERSITY
DEPARTEMENT OF MASTER OF ART IN
LEADERSHIP
Leadership Strategies for Enhancing Customer Experience A
Case Study of Commercial Bank of Ethiopia, Adama District
A Research proposal Submitted to Leadstar Christian University
In the Partial Fulfillment of the Requirements for the Masters of Art in
Leadership
By: Charra Brihanu
Advisor :Dr
April 2025
Adama Ethiopia
LEADSTAR CHRISTIAN UNIVERSITY ADAMA CAMPUS
ABSTRACT
This research proposal delves into the leadership strategies that can improve customer
experience at the Commercial Bank of Ethiopia (CBE) in the Adama District. As the banking
industry becomes increasingly competitive, the importance of customer experience has risen,
significantly affecting customer loyalty, satisfaction, and overall business success. This study
aims to explore how leadership approaches align with customer-centric ideals, identify
challenges faced in maintaining high levels of customer satisfaction, and assess the
effectiveness of these leadership methods in meeting changing customer demands. Using a
mixed-methods approach, this investigation will gather primary data through interviews with
branch managers and staff, structured surveys from customers, and firsthand observations of
leadership behaviors in action. Additionally, secondary data will be collected from internal
documents and customer feedback to understand the bank's current strategies and service
delivery performance. The insights garnered from this research are expected to offer
practical recommendations for enhancing customer service, increasing customer
satisfaction, and strengthening CBE's competitive edge in the market. By examining the
interplay between leadership and customer experience, this study aims to enrich the
discourse on how strong leadership can foster a customer-oriented culture in Ethiopian
banking institutions. The ultimate goal is to provide guidance for developing leadership
training initiatives that enhance customer relations and promote enduring loyalty among
clients.
TABLE OF CONTENTS
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Abstract......................................................................................................................................I
Chapter one................................................................................................................................1
1 Introduction.............................................................................................................................1
1.1 Background of study........................................................................................................1
1.2 Statement of problem.......................................................................................................3
1.3 Research Objectives.........................................................................................................4
1.3.1. General Objective:..........................................................................................................4
1.3.1. Specific Objectives:........................................................................................................5
1.4 Significance of the Study.................................................................................................6
1.5 Scope of the Study...........................................................................................................7
1.6 Research Questions..........................................................................................................7
1.7 Limitations of the Study...................................................................................................8
Chapter two................................................................................................................................9
2. Literature Review..................................................................................................................9
2.1. Theoretical Framework...................................................................................................9
2.1.1. Transformational Leadership.........................................................................................9
2.1.2 Linking Leadership to Customer Experience................................................................10
2.2. Customer Experience in Banking: Previous Studies on customer experience, Service
Quality, and Customer Loyalty............................................................................................11
2.2.1. Customer Experience in Banking.................................................................................11
2.2.2. Service Quality in Banking..........................................................................................12
2.2.3. Customer Loyalty in Banking......................................................................................12
2.3. Leadership Impact on Customer Experience................................................................13
2.3.1. Leadership and Employee Performance.......................................................................13
2.3.2. Leadership and Customer Satisfaction.........................................................................13
2.4. Gaps in Literature..........................................................................................................13
2.4.1. Ethiopian Banking Context..........................................................................................14
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2.4.2. Need for Context-Specific Research............................................................................14
Chapter three............................................................................................................................15
3. Research Methodology........................................................................................................15
3.1 Research Design.............................................................................................................15
3.2 Data Collection Methods...............................................................................................15
3.3 Sampling Technique......................................................................................................16
3.4 Data Analysis.................................................................................................................17
References................................................................................................................................19
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CHAPTER ONE
1. INTRODUCTION
1.1 Background of study
In recent years, Customer Experience has become a critical factor in the banking sector, as
financial institutions increasingly recognize the importance of maintaining strong
relationships with their customers. A positive customer experience leads to higher
satisfaction, loyalty, and ultimately greater profitability. According to[1] , a company’s
ability to create a seamless, personalized customer experience is a key differentiator in
competitive markets. In the banking sector, customers are not only looking for competitive
interest rates and products but also for efficient, personalized, and trustworthy services that
cater to their unique needs. As customers evolve and become more digital-savvy, banks must
adapt to provide intuitive services both online and offline, with customer experience
becoming the heart of this transformation.
Customer experience has emerged as a critical differentiator in the contemporary banking
sector, influencing customer loyalty, satisfaction, and overall business performance (Jeon &
Yoo, 2016). In the highly competitive banking industry, providing exceptional customer
experiences has become a strategic imperative for financial institutions. Studies have shown
that positive customer experiences can lead to increased customer loyalty, higher satisfaction
levels, and ultimately, improved business outcomes (Jeon & Yoo, 2016).
Banks that prioritize customer experience often outperform their competitors, as they are
better able to meet the evolving needs and expectations of their clientele. By focusing on
factors such as personalized service, efficient transaction processing, and seamless digital
interactions, banks can establish a strong competitive advantage and foster lasting
relationships with their customers.
Furthermore, the quality of customer experience can have a direct impact on a bank's
financial performance. Satisfied and loyal customers are more likely to engage in repeat
business, refer others, and generate higher revenue streams for the institution. Conversely,
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poor customer experiences can lead to increased customer churn, reputational damage, and a
decline in profitability.
Given the significance of customer experience in the banking sector, it is crucial for financial
institutions to invest in strategies and technologies that enhance the customer journey. This
may involve ongoing employee training, the implementation of customer feedback
mechanisms, and the integration of digital solutions that streamline banking processes and
improve customer convenience.
Leadership plays a pivotal role in shaping customer service and satisfaction within an
organization. Strong leadership ensures that a customer-centric culture permeates through all
levels of the organization, aligning employees’ attitudes and behaviors with the bank’s goals
of delivering outstanding service.[2] emphasizes that effective leadership is crucial for the
establishment of customer service standards, as well as for the provision of training and
development programs that empower employees to handle customer concerns effectively.
When leadership prioritizes customer experience, it can influence the overall service delivery
process, leading to improved customer retention and satisfaction.
The Commercial Bank of Ethiopia (CBE) is the largest and most prominent financial
institution in Ethiopia. Established in 1942, CBE has been a cornerstone of the Ethiopian
banking system and plays a vital role in the country's economic development. As of 2020, it
holds a significant market share in both deposits and loans in Ethiopia, thus making its
customer service practices and leadership strategies critical to understanding the larger
banking environment in the country. CBE's strategic focus on expanding its services,
enhancing digital banking platforms, and improving customer relations highlights its
commitment to the evolving demands of its customer base.
The Adama District, located in the Oromia region of Ethiopia, serves as an ideal case study
for exploring the relationship between leadership, customer experience, and service quality.
Adama is a rapidly growing commercial and administrative hub, with increasing demand for
banking services from both individual customers and businesses. Due to its socio-economic
significance and CBE's extensive presence in the district, it provides a rich context to assess
how leadership in a regional bank branch can influence customer satisfaction and the overall
experience. Adama represents a microcosm of Ethiopia’s evolving banking landscape, where
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leadership can be seen as a driver of customer-centric initiatives, impacting overall customer
experience in both urban and peri-urban settings.
1.2 Statement of problem
The Commercial Bank of Ethiopia (CBE) acknowledges the growing significance of
customer experience in today’s competitive banking sector. Despite efforts to provide
convenient and user-friendly services both online and offline, there seems to be a gap in how
leadership practices are being implemented at the CBE Adama District branch to create
outstanding customer experiences.
Certain deficiencies may exist in the leadership strategies at the Commercial Bank of
Ethiopia (CBE) that hinder effective customer engagement and experience in the Adama
District. For example, there may be insufficient efforts to communicate the bank’s corporate
social responsibility (CSR) initiatives to its clientele, causing a disconnect between the
bank’s social contributions and customer awareness[3]. Additionally, the focus of leadership
may not adequately align with customer expectations regarding ethical operations and
community involvement. Research suggests that customers are increasingly looking for
businesses that actively contribute to societal wellbeing, and a failure to meet these
expectations can negatively impact customer perceptions of the bank's brand. Furthermore,
there might be an overemphasis on internal priorities rather than on customer-centric
approaches, which can lead to a lack of responsiveness to evolving customer preferences and
needs within the Adama District community[3].
The competitive landscape of the banking industry poses significant challenges to CBE,
pressuring the bank to continuously innovate and improve its services while ensuring that
customer satisfaction remains a top priority. In the absence of effective measures, this
pressure may contribute to a decline in customer satisfaction and retention rates. There is a
likelihood that CBE struggles to gather and respond adequately to customer feedback
regarding its CSR efforts. This shortcoming can limit the bank's understanding of the factors
that contribute to customer satisfaction, making it difficult to improve service delivery.
Variations in the quality of service provided across different branches, including those in
Adama District, might also pose a challenge. Such discrepancies can result in diverse
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customer experiences, ultimately compromising brand loyalty and the overall reputation of
CBE[3].
This research seeks to investigate the leadership strategies at CBE in Adama and identify any
areas where these practices may fall short in achieving optimal customer satisfaction.
This study will specifically address the following key questions:
1. How do leadership practices at CBE Adama District align with customer-centric
principles? This includes examining how the leadership empowers employees and
cultivates a service-oriented culture that prioritizes customer needs.
2. What obstacles are preventing CBE Adama District from consistently achieving
high customer satisfaction? This includes exploring barriers related to service
delivery, customer engagement strategies, and the handling of customer complaints.
3. To what extent do the current leadership practices support or hinder the bank’s
ability to adapt to evolving customer expectations and the competitive pressures
in the banking sector?
This research is timely, given the increasing competition within Ethiopia’s banking industry,
where customer retention and service quality have become critical drivers of success. By
identifying gaps in leadership that influence customer experience, the study aims to provide
actionable insights for enhancing service delivery, boosting customer satisfaction, and
strengthening CBE’s competitive position. Additionally, the findings could contribute to the
development of leadership training programs that focus on fostering a customer-first mindset
across all levels of the bank.
1.3 Research Objectives
1.3.1. General Objective:
The primary goal of this research is to explore the ways in which leadership strategies at the
Commercial Bank of Ethiopia (CBE), particularly in the Adama District, influence the
customer experience (customer experience). The study aims to understand how leadership
decisions and management practices shape customer satisfaction, service quality, and the
overall customer journey within the bank. This investigation will provide insights into the
role of leadership in enhancing or hindering the delivery of exceptional customer service in a
competitive banking environment.
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1.3.1. Specific Objectives:
To assess the current leadership practices at CBE Adama District: This objective aims
to evaluate the leadership styles, approaches, and behaviors currently employed by
management in the Adama District branch. It will involve a detailed look at how
these leadership strategies are implemented at various levels of the bank, from top-
level management to frontline staff. Understanding these practices will shed light on
how leadership directly influences day-to-day operations, employee morale, and,
ultimately, the customer experience.
To examine the impact of leadership on customer satisfaction: Investigating how
leadership practices directly or indirectly affect customer satisfaction levels. It will
explore whether leadership decisions—such as employee empowerment, service
quality standards, and customer engagement tactics—are contributing to positive or
negative customer experiences. By examining customer feedback, satisfaction scores,
and service delivery, the research will identify key leadership factors that influence
customer perceptions of CBE Adama District.
To identify effective leadership strategies for improving customer experience: The
goal here is to identify leadership strategies and practices that have proven successful
in enhancing customer experience. This could involve looking at leadership styles
that promote a customer-first culture, such as transformational leadership or servant
leadership. By examining best practices in leadership, the study will pinpoint
strategies that can significantly improve customer experience.
To provide actionable recommendations for improving leadership and customer
service: Based on the findings from the previous objectives, this study will offer
practical and actionable recommendations for enhancing leadership approaches at
CBE Adama District. The goal is to develop strategies that not only improve
customer satisfaction but also boost employee engagement, efficiency, and loyalty,
which in turn will strengthen the bank's competitive position in the market.
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1.4 Significance of the Study
This study holds substantial significance for various stakeholders, including the Commercial
Bank of Ethiopia (CBE), the broader banking sector, and key industry professionals such as
policymakers, managers, and researchers. The research aims to contribute valuable insights
into the relationship between leadership practices and customer experience, which is critical
in today’s highly competitive financial landscape.
For CBE Adama District, this study offers the potential for tangible improvements in
leadership effectiveness and overall customer experience. By identifying gaps in current
leadership strategies, the research will provide actionable recommendations that could
enhance leadership practices at all levels of the organization. These improvements may lead
to better employee engagement, which is often closely tied to improved customer
interactions. In turn, enhancing customer experience could result in increased customer
satisfaction, loyalty, and retention, driving the bank’s growth and market share in the region.
As leadership becomes more aligned with customer-centric values, the branch can deliver
higher-quality services, resolve customer complaints more effectively, and respond more
efficiently to evolving customer needs.
Also study contributes to the growing body of knowledge in the banking sector, particularly
in the area of the leadership-customer experience (customer experience ) relationship. While
leadership’s impact on organizational performance is widely studied, its direct influence on
customer experience in the banking sector remains underexplored, especially in regional
branches like CBE Adama District. By investigating how leadership shapes service delivery,
customer satisfaction, and organizational culture, this research will add a new dimension to
understanding the critical role of leadership in shaping customer perceptions and improving
service quality in banking institutions. The findings will enrich academic literature on
leadership styles, customer service, and the evolving expectations of modern banking
customers.
For policymakers, this research offers insights into the importance of fostering strong
leadership frameworks within the banking sector to ensure consistent customer satisfaction
across the industry. The findings could inform policies and regulations that promote best
practices in leadership and customer service quality across financial institutions.
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For bank managers, particularly those in customer-facing roles, the study provides practical
strategies to enhance leadership practices and service delivery. The insights can help them
understand the direct link between leadership behaviors and customer satisfaction, enabling
them to implement targeted initiatives to improve both employee performance and customer
interactions. Managers can also use the findings to design training programs focused on
improving leadership skills and creating a more customer-centric work culture.
1.5 Scope of the Study
This study focuses specifically on the Commercial Bank of Ethiopia (CBE), particularly the
Adama District branch, and investigates how leadership strategies influence customer
experience (customer experience ) in this setting. The research will examine the leadership
practices at CBE Adama District, focusing on how these practices impact customer
satisfaction, employee engagement, and service delivery. The scope will cover various
leadership aspects, including decision-making processes, employee empowerment, customer
engagement strategies, and how these elements contribute to the overall customer experience.
The study will primarily concentrate on employees and customers of the Adama District
branch, collecting data through surveys, interviews, and direct observations to understand
their perspectives. While the research is based on one branch, the findings may offer valuable
insights that could be applied to other regions and branches of CBE, as well as potentially to
other banks in Ethiopia. However, the study will not extend to analyzing leadership in other
sectors or institutions, keeping the focus strictly within the banking industry, specifically at
the district level.
1.6 Research Questions
1. What leadership strategies are currently employed at CBE Adama District?
2. How do these leadership strategies impact customer experience at CBE Adama
District?
3. What are the key challenges faced by leadership at CBE Adama District in delivering
excellent customer service?
4. What leadership approaches are most effective in enhancing customer experience in
the banking sector?
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5. How do employees perceive the leadership practices at CBE Adama District in
relation to customer service?
6. How can leadership at CBE Adama District be improved to foster a more customer-
centric culture?
1.7 Limitations of the Study
While this study aims to provide valuable insights into the relationship between leadership
practices and customer experience at CBE Adama District, there are several limitations to
consider. First, the study focuses solely on the Adama District branch of the Commercial
Bank of Ethiopia (CBE), which may limit the generalizability of the findings to other
branches of CBE or other banks in Ethiopia. Each branch may have different leadership
practices and customer dynamics that are not fully captured in this research.
The study primarily relies on qualitative data, including interviews and surveys from
employees and customers at the Adama District branch. While this provides in-depth
insights, the findings may not fully represent the views and experiences of all customers or
employees across the entire organization or sector. Additionally, this research does not
consider external factors such as economic shifts, technological advancements, or regulatory
changes that may also influence customer experience or leadership strategies.
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CHAPTER TWO
2. LITERATURE REVIEW
2.1. Theoretical Framework
Effective leadership is a critical determinant in influencing the overall success of an
organization, including the quality of customer experience. The way leaders guide and
inspire their teams has a direct impact on employee performance, which ultimately shapes
how customers perceive and interact with the organization. Leadership theories offer
valuable insights into the mechanisms through which leaders affect organizational culture
and employee behavior, and consequently, customer satisfaction. This section delves into two
prominent leadership models Transformational Leadership and Servant Leadership and
examines how these approaches contribute to improving customer experience, particularly
within the context of the banking sector. In the dynamic landscape of customer experience,
effective leadership plays a pivotal role in shaping how employees engage with both their
roles and customers. Transformational leadership stands out as a beacon of inspiration, where
leaders motivate their teams not just through directives, but by igniting passion and fostering
personal connections. Imagine a leader who genuinely believes in their employees' potential,
offering encouragement and tailored support this is the essence of individualized
consideration. Such an environment cultivates engaged employees who are more inclined to
go the extra mile for customers, creating memorable interactions that resonate on a personal
level. When leaders prioritize the well-being and growth of their teams, both employees and
customers feel valued, leading to richer experiences and long-lasting loyalty. This human-
centric approach not only enhances organizational culture but also translates into impactful
customer relationships, demonstrating that great leadership is at the heart of exceptional
customer service[4].
2.1.1. Transformational Leadership
Transformational leadership is a powerful approach that not only shapes the dynamics within
organizations but also significantly enhances the employee experience and customer
experience (customer experience ) in the banking sector. Defined by its four core elements,
this leadership style begins with idealized influence, where leaders become role models,
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instilling trust and respect among their followers. Through inspirational motivation, they
paint a compelling vision for the future that ignites passion and commitment in their teams.
Intellectual stimulation is also crucial, as these leaders foster an environment where creativity
and innovative problem-solving are encouraged, allowing employees to think outside the
box. Additionally, individualized consideration reflects the leaders’ commitment to providing
personal attention and mentorship, recognizing that each employee has unique needs and
contributions to make. This holistic approach directly impacts customer experience because
engaged employees, motivated by transformational leaders, are more likely to exceed
customer expectations, delivering high-quality service[2].
Transformational leadership, which includes components such as idealized influence,
inspirational motivation, intellectual stimulation, and individualized consideration, plays a
crucial role in enhancing employee engagement, particularly among customer experience
employees. By embodying the values they wish to see, transformational leaders serve as role
models (idealized influence), energize teams with a compelling vision (inspirational
motivation), promote creativity in problem-solving (intellectual stimulation), and provide
personalized support (individualized consideration). The study highlighted that inspirational
motivation and individualized consideration were statistically significant in impacting
employee engagement, which in turn translates into better customer service and satisfaction.
Engaged employees who feel valued are more likely to provide exceptional service, adapting
to customer needs and fostering long-term loyalty, thereby creating a sustainable competitive
advantage for organizations.[4]
2.1.2 Linking Leadership to Customer Experience
Both transformational and servant leadership styles create a positive work environment that
nurtures employee growth and satisfaction. These leadership styles directly contribute to
improved customer experience by fostering high levels of employee motivation, satisfaction,
and engagement. The combination of motivated employees and a customer-oriented culture
is a recipe for delivering exceptional customer service and improving the overall customer
experience in the banking industry.
Servant leadership, as articulated by Greenleaf (1970), emphasizes leaders' role in serving
their employees first. Unlike traditional leadership models where the leader’s agenda is
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prioritized, servant leadership centers around the development and well-being of employees.
The key attributes of servant leadership include:
1. Empathy – Understanding and sharing the feelings of others.
2. Stewardship – Taking responsibility for the well-being of the organization and its
employees.
3. Community Building – Fostering a sense of belonging and teamwork.
4. Listening – Attentively listening to others to understand their concerns.
Servant leaders build strong relationships with employees, creating a culture of trust and care
that positively influences customer interactions. When employees feel valued and supported
by their leaders, they are more likely to provide empathetic, attentive service to customers,
2.2. Customer Experience in Banking: Previous Studies on customer
experience, Service Quality, and Customer Loyalty
Customer experience is at the heart of modern banking. As the banking sector faces
increasing competition, delivering exceptional customer experience is critical for customer
retention and long-term profitability. This section discusses the role of customer experience
in banking, the importance of service quality, and the relationship between customer
experience and customer loyalty.
2.2.1. Customer Experience in Banking
Customer experience in banking refers to the sum of all interactions a customer has with a
bank across multiple touch points whether through in-branch visits, digital channels, or
customer service interactions. It encompasses every aspect of the customer journey, from
initial contact to ongoing service delivery.
Key Components of customer experience in Banking:
1. Personalization: Tailoring services and communications to individual customer
needs.
2. Convenience: Providing easy access to services, whether digitally or in person.
3. Speed and Efficiency: Minimizing wait times and providing fast responses to
customer inquiries.
4. Emotional Connection: Building trust and rapport with customers.
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2.2.2. Service Quality in Banking
Service quality is a key driver of customer satisfaction. The SERVQUAL model, developed
by Parasuraman, Zeithaml, and Berry (1988), identifies five key dimensions of service
quality:
1. Reliability – The ability to perform promised services consistently and accurately.
2. Responsiveness – Willingness to help customers and provide prompt service.
3. Assurance – The knowledge and courtesy of employees, and their ability to instill
confidence.
4. Empathy – Providing caring and individualized attention to customers.
5. Tangibles – The physical appearance of facilities, equipment, personnel, and
communication materials.
Service quality directly influences customer experience , as customers form perceptions
based on their service encounters. Banks that score highly on the SERVQUAL dimensions
are more likely to provide superior customer experience , resulting in increased customer
satisfaction and loyalty.
2.2.3. Customer Loyalty in Banking
Customer loyalty refers to the commitment customers exhibit toward a bank, reflected in
their willingness to continue using its services and recommending it to others. Loyalty is a
critical factor for long-term profitability, as retaining existing customers is less costly than
acquiring new ones.
Factors Influencing Loyalty:
1. customer experience Quality: Positive customer experiences lead to stronger
loyalty.
2. Trust: Customers are more likely to remain loyal to banks they trust.
3. Emotional Connection: Banks that foster strong emotional connections with
customers are more likely to retain them.
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2.3. Leadership Impact on Customer Experience
The impact of leadership on customer experience can be observed in the way leadership
shapes organizational culture, employee behavior, and customer interactions. This section
explores the specific ways leadership styles influence customer experience through
employee performance and customer satisfaction.
2.3.1. Leadership and Employee Performance
Employee Motivation and Engagement
Leaders who motivate and engage their employees create a work environment conducive to
high performance. Employees who are inspired by their leaders are more likely to provide
exceptional service, directly improving customer experience . Motivated employees are more
likely to go above and beyond in meeting customer needs, creating a positive customer
experience. Leadership plays a crucial role in shaping employee attitudes and performance,
which in turn affects how customers perceive the service they receive.
2.3.2. Leadership and Customer Satisfaction
Creating a Customer-Centric Culture
Leadership is instrumental in establishing a customer-centric culture. Leaders who prioritize
customer satisfaction and empower employees to take ownership of customer interactions
help create an environment where delivering exceptional customer experience becomes a
core organizational value. Leaders who emphasize the importance of customer satisfaction
and lead by example set the tone for how employees interact with customers. A customer-
centric leadership approach ensures that employees focus on providing value and building
strong relationships with customers.
2.4. Gaps in Literature
While much research has been conducted on the influence of leadership on customer
experience , several important areas remain underexplored, especially in emerging markets
like Ethiopia.
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2.4.1. Ethiopian Banking Context
While there has been some research on banking leadership in Ethiopia, little has been done to
investigate how leadership styles specifically influence customer experience in Ethiopian
banks. Understanding the unique cultural and economic context of Ethiopian banks is crucial
for improving service delivery.
2.4.2. Need for Context-Specific Research
Much of the existing customer experience literature is based on studies conducted in
developed economies. Emerging markets like Ethiopia present unique challenges and
opportunities that need further investigation, particularly concerning the role of leadership in
shaping customer experience .
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CHAPTER THREE
3. RESEARCH METHODOLOGY
3.1 Research Design
This study will adopt a case study approach, which is particularly effective for in-depth
exploration of specific organizational contexts. The case study method allows for a detailed
examination of the Commercial Bank of Ethiopia, specifically focusing on its Adama
District branch. By using this approach, the research can provide a comprehensive
understanding of how leadership strategies affect customer experience within the specific
context of CBE Adama District.
The study will primarily employ qualitative methods to gain deep insights into the
leadership practices at the branch, as well as their direct impact on customer satisfaction and
service quality. This qualitative approach will include methods such as interviews, focus
groups, and observations, allowing the researcher to capture the perspectives of employees
and customers. Additionally, mixed methods may be incorporated, combining qualitative
data with quantitative surveys to provide a more balanced and robust understanding of the
issue at hand. The use of both qualitative and quantitative data will help triangulate the
findings, enhancing the credibility and validity of the results.
The case study will concentrate on CBE Adama District as the primary case, allowing for a
detailed examination of leadership practices and their influence on customer experience.
While the findings may be specific to this branch, the insights gained could have broader
implications for other branches within the Commercial Bank of Ethiopia and potentially offer
valuable lessons for other banks in the region.
Certainly! Let's break down the sample size formula, why it's suitable for your research, and
then integrate everything into your methodology.
3.2 Data Collection Methods
This study will collect both primary and secondary data to investigate leadership strategies
at CBE Adama District and their impact on customer experience.
Primary Data:
Primary data will be obtained directly from participants through the following methods:
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Interviews with bank managers and employees: Semi-structured interviews will be
conducted with key leadership figures (e.g., branch managers, team leaders) and
employees at CBE Adama District. These interviews will explore leadership
practices, communication strategies, employee engagement, and how these factors
influence customer experience. The semi-structured format allows for both
standardized questions and flexibility for interviewees to share additional insights.
Customer surveys: A structured questionnaire will be administered to customers at
CBE Adama District. The survey will assess customer satisfaction with aspects such
as service quality, wait times, staff professionalism, and responsiveness. This will
provide quantitative data on customer perceptions and satisfaction levels.
Observations of leadership practices: The researcher will directly observe
leadership behaviors and their interaction with employees and customers. This
method will provide qualitative insights into how leadership decisions and practices
impact customer experience in a real-world setting.
Secondary Data:
Secondary data will supplement the primary data sources:
CBE reports: Internal documents such as annual reports, performance reviews, and
customer satisfaction records will be reviewed to understand leadership strategies and
their alignment with customer service objectives.
Customer feedback records: Historical feedback, including complaints and
suggestions, will be analyzed to identify recurring customer concerns and assess the
bank’s responsiveness.
Policy documents: Internal documents such as service policies, leadership
guidelines, and employee training manuals will be examined to understand the bank's
formal strategies for leadership and customer service.
3.3 Sampling Technique
To ensure that the sample is representative and that the data collected is meaningful, the
following sampling techniques will be used:
Purposive sampling for managers/leaders: Purposive sampling will be employed
to select managers and leaders within the bank. This method targets individuals who
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have direct knowledge and responsibility for leadership and decision-making within
the CBE Adama District. It ensures that the sample includes those who can provide
informed insights into leadership practices and their impact on customer experience.
Random sampling for customers: A random sampling approach will be used for
selecting customers. This ensures that every customer has an equal chance of being
selected, minimizing selection bias and providing a representative sample of customer
satisfaction. This method will help ensure that diverse customer perspectives are
captured, including those who may have varied experiences with the bank.
3.4 Data Analysis
The data collected will be analyzed using both qualitative and quantitative methods to
understand the leadership strategies and customer experience at CBE Adama District.
Qualitative Data Analysis:
Thematic Analysis: The qualitative data from interviews and observations will be
analyzed using thematic analysis. This method involves identifying patterns or
themes within the data. The goal is to uncover leadership practices, employee
engagement strategies, and how these influence customer service. Thematic analysis
will help draw connections between leadership behaviors and customer experience.
Steps for Thematic Analysis:
1. Data Familiarization: Transcribe interviews and review observational data.
2. Coding: Identify and categorize recurring themes related to leadership, customer
satisfaction, and service delivery.
3. Theme Development: Group related codes into broader themes to understand key
factors impacting customer experience.
4. Interpretation: Analyze the themes to develop insights into leadership practices and
their effect on customer satisfaction.
Quantitative Data Analysis:
Descriptive Statistics: The quantitative data from customer surveys will be
analyzed using descriptive statistics. This will include:
o Mean: To calculate the average satisfaction score for various aspects of
customer experience (e.g., service quality, staff professionalism).
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o Percentages: To determine the proportion of customers who report being
satisfied or dissatisfied with the bank's services.
o Frequency Distributions: To analyze how customer satisfaction is distributed
across different demographics or service aspects.
These statistical methods will provide a clear picture of customer satisfaction levels and
allow for comparisons between different variables, such as service quality, wait times, and
leadership practices.
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LEADSTAR CHRISTIAN UNIVERSITY ADAMA CAMPUS
REFERENCES
[1] P. Klaus and S. Maklan, “Towards a better measure of customer experience,” Int. J.
Mark. Res., vol. 55, no. 2, pp. 227–246, 2013, doi: 10.2501/IJMR-2013-021.
[2] A. Banking, “THE IMPACT OF CUSTOMER RELATIONSHIP MANAGEMENT
ON THE GROWTH OF BANKS IN NIGERIA OLISE MOSES CHIGBATA
Department of Marketing Nnamdi Azikiwe University , Awka EKWUNIFE
GABRIEL OKAFOR Department of Marketing Nnamdi Azikiwe University , Awka
This research s,” African Bank. Financ. Rev. J., vol. 3, no. August, pp. 214–231, 2023.
[3] T. Eshetu, “The Effect of Corporate Social Responsibility on Brand Equity: The case
of Commercial Bank of Ethiopia,” 2018.
[4] H. Potential et al., “Walden University,” Walden University College, 2023.
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