The Impact of Personal Commitment Ot Service Excellence on Leader Effectiveness
The Impact of Personal Commitment to
Service Excellence on Leader Effectiveness
Lauren DiStefano Taylor
University of Texas at Arlington
The Impact of Personal Commitment to Service Excellence on Leader Effectiveness
In today’s highly competitive marketplace many firms broadcast their service excellence as a way to separate themselves from the competition. In service oriented industries, service excellence can be noted as being the number one most important factor to achieve success. The President of Walt Disney resorts, George Kalogridis, states in the article, Chain of Excellence (2010) “If I could put my finger on the one thing that Disney does best, it would be that we exceed expectations. No where do we demonstrate this more effectively than in our service delivery” (pg. 7). Achieving a high level of service excellence is thought to translate into high profit for one’s company. Customer satisfaction can be directly linked to customer retention and increased long term profits. In the article Achieving Service Excellence by Design Crotts and Ford (2010) suggest that “Profitability depends on maximizing the lifetime value of your customers, and that value is fully assured only when you earn the customer’s loyalty” (pg. 233). In many service industries the individual employee has the biggest lasting impact on a customer’s perception of the quality of the service provided. Crotts et al. (2008) found “The problem for managers is that this employee is typically the one with the least seniority, lowest level of pay, least experience, and least identification with the long-term goals and objectives of the organization” (pg. 234). Since the frontline employee ultimately becomes the face of an organization, it becomes crucial that their management and leadership inspire these employees to achieve service excellence. The first step for any firm to achieve a high level of service excellence is to establish their vision. Without a clear understanding of the
Service Excellence on Leader Effectiveness
Lauren DiStefano Taylor
University of Texas at Arlington
The Impact of Personal Commitment to Service Excellence on Leader Effectiveness
In today’s highly competitive marketplace many firms broadcast their service excellence as a way to separate themselves from the competition. In service oriented industries, service excellence can be noted as being the number one most important factor to achieve success. The President of Walt Disney resorts, George Kalogridis, states in the article, Chain of Excellence (2010) “If I could put my finger on the one thing that Disney does best, it would be that we exceed expectations. No where do we demonstrate this more effectively than in our service delivery” (pg. 7). Achieving a high level of service excellence is thought to translate into high profit for one’s company. Customer satisfaction can be directly linked to customer retention and increased long term profits. In the article Achieving Service Excellence by Design Crotts and Ford (2010) suggest that “Profitability depends on maximizing the lifetime value of your customers, and that value is fully assured only when you earn the customer’s loyalty” (pg. 233). In many service industries the individual employee has the biggest lasting impact on a customer’s perception of the quality of the service provided. Crotts et al. (2008) found “The problem for managers is that this employee is typically the one with the least seniority, lowest level of pay, least experience, and least identification with the long-term goals and objectives of the organization” (pg. 234). Since the frontline employee ultimately becomes the face of an organization, it becomes crucial that their management and leadership inspire these employees to achieve service excellence. The first step for any firm to achieve a high level of service excellence is to establish their vision. Without a clear understanding of the
References: Kalogridis, G., (2010). Chain of Excellence: Start crafting your very own. Leadership Excellence, 27(8), 7-7. Crotts, J.., Ford, R., (2008). Achieving service excellence by design: The organizational alignment audit. Business Communication Quarterly. 71(2).233-24. Crotts, J., Dickson, D., Ford, R. (2005). Aligning organizational processes with mission: The case of service excellence Ford, R., Heaton, C., & Brown, S. (2001). Delivering excellent service: Lessons from the best. Browning, V., (1998). Creating service excellence through Human Resource Management practices. South African Journal of Business Management, 29(4), 135-141 Charpla, S., (2012), Customer Service Excellence: it’s not just a motto Isaacson, W., (2012), The Real Leadership Lessons of Steve Jobs. Harvard Business Review, 90(4), 93-102