Driving Customer Experience With Transformational Neuro-Leadership

Abstract

The service profit chain model (SPC) underscores the well-established correlation between employee and customer attitudes. It posits that engaged and satisfied employees can provide superior customer service outputs, fostering increased customer satisfaction and eventually driving higher organization revenue and profitability. The authors propose an extension of the service-profit model in this chapter, which involves pinpointing neuro-leadership behaviors that promote favorable employee attitudes, engagement, and productivity. By briefly analyzing the SPC variables of past 26 years research, and as evidenced by the nearly 6,500 citations (as of 31 Dec. 2022, according to Google Scholar), the research findings from two interdisciplinary studies indicate that there are a number of important takeaways, such as the possibility that past research may have underestimated the connection between employee attitudes and performance due to the methodology employed. This expanded SPC framework provides organizations with a clearer picture of how to deliver superior quality service and achieve positive customer outcomes by recognizing the role of neuro-leadership leading to transformational leadership conduct fostering employee engagement in the realm of internal marketing. The realm of neuro-leadership delves into the neural foundations of leadership and management methodologies, aggregating insights from diverse sources, including social cognitive and affective neuroscience, cognitive neuroscience, integrative neuroscience, neurobiology, and various other neuroscience domains, can help understanding the key predictors of customer outcomes and the importance of employee attitudes and behaviors, organizations can make informed decisions about their human resource practices and leadership behaviors to create a positive work environment that promotes employee engagement and ultimately leading to improved perceived service quality and customer satisfaction. By presenting an extended rendition of the service-profit-chain framework, this chapter makes a valuable addition to the existing literature that includes transformational neuro-leadership as predictors of employee engagement, employee well-being, healthy work environment, work passion, and customer devotion leading to positive customer and organizational outcomes. The implications of this chapter are significant for organizations that aim to enhance their customer service and achieve better outcomes.