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The purpose of this paper is to explore the roles of leadership style and employee engagement (EE) as drivers of service orientation (SO). The competing models approach used in this study examines three models of influence on SO. The first model evaluates the influence of leadership on SO, the second focuses on the influence of EE on SO and the third explores the influence of leadership on SO through EE. The study provides evidence to support that the relationship between leadership styles and SO is impacted by EE. The results suggest that organizations need to develop systems and processes that focus on the employee and EE for definitive service outcomes. At a theoretical level, the paper provides a direction for further exploration of an integrated theory of leadership and engagement to drive SO in organizations.

This empirical study uses a cross-sectional descriptive design. Hierarchical regression and mediation analysis were applied to process the data that were collected from more than 400 front-line employees from five service sector organizations in the Delhi-National Capital Region (Delhi-NCR) of India using validated instruments.

The results from this study reveal both direct and indirect relationships among the variables. EE emerged as a critical variable that influences SO of employees. EE partially mediates the transformational leadership style-SO relationship and also the passive-avoidant-SO relationship and it fully mediates the transactional leadership-SO relationship. While all relationships of leadership-engagement, leadership-SO and engagement-SO are significant, the mediating effects accentuate the importance of EE in organizations.

Leadership style on its own has a direct bearing on EE and SO of employees, the three associations are significantly impacted under the mediating influence of EE. With EE emerging as a critical factor, organizations need to ensure engaging behaviors are measured and enhanced throughout the employee-life-cycle including hiring, training, rewarding and managing performance. The results of the study suggest that an integrated approach of developing and inculcating leadership styles that drive EE could be the basis for leadership development programs especially in the service sector organizations.

The originality of the paper is derived from the three variables studied in the context of the sample characteristics (front-line employees, young), industry sector (across service sector) and geographical location (Delhi-NCR-India). Not many empirical studies on these variables are available from the region. The empirical evidence on the influence of EE adds weight to the growing strategic importance of EE in organizations. The research also highlights leadership and EE together influence specific employee attitudes and behavior (SO).

Reality television is a dynamic, profit-making platform that occupies prime-time slots on the television almost all over the world. Despite its immense popularity and influence, it has received little attention in the extant literature and almost none in terms of its impact on celebrity repositioning. This study aims at examining the relationship between the film stars as brands and the impact of the platform of reality television in repositioning these celebrities in the Indian context.

Through extensive literature review and qualitative interviews, the paper expounds that reality television provides an opportunity to celebrities to successfully reposition themselves at crucial junctures in their career. The framework to study this repositioning has been adopted from the work of Chris Simms and Paul Trott (2007) who created it to study the brand repositioning of various consumer goods.

The literature establishes celebrities as brands. This study provides evidence that brand repositioning through reality television is possible for these celebrity brands. The symbolic and functional repositioning of these celebrities is presented through thematic content analysis.

The study provides a useful framework to understand celebrity brand repositioning through reality TV. It can also be replicated to understand the repositioning of a wide variety of celebrities other than film-stars such as sportspersons, social media influencers and politicians.

The paper contributes to the need of expanding the corpus of Indian reality television and explains how Indian celebrities reposition themselves through reality television.

This chapter brings all the key points from each of the earlier chapters together towards a framework for crafting and executing an effective customer experience (CX) strategy. We go back to the ‘how of customer experience management (CEM)’ discussed in the first chapter and connect the dots for the readers through the process and include the common roadblocks and challenges that come in the way to achieve CX results. In this chapter we also link up customer experience to the big ideas of customer centricity and customer engagement. Finally, we discuss the future of customer experience and how CXM/CEM continued to evolve during the COVID-19 pandemic.

A customer's journey of searching for a product or service, evaluating it, purchasing it, using it, recommending it, rebuying it or rejecting it is unique in itself. Organisations always have dreamt of getting inside the customers' minds and trying to understand what's happening inside at each of these steps. This chapter explains the customer journey concept and the analysis of the various components of the customer journey. We highlight that the firms need to understand the customer journeys and the multiple touchpoints they interact with to create a worthwhile customer experience. The chapter lists out the various touchpoints, including social/external touchpoints, customer-owned touchpoints, partner-owned touchpoints and brand-owned touchpoints. We discuss three frameworks that can be used by a firm to understand design a customer journey. These frameworks include AIDA (awareness, interest, desire and action), MAI (measure, analyse and improve) and journey maps. The chapter recommends the various steps which a firm can use to create a journey map. In the end, we create a linkage between the customer journey and business transformation. The chapter builds a case for the application of customer journey management by pointing out that it is a complex phenomenon, and the firms should use a structured approach to design and manage the customer journey.

The opening chapter takes the reader through three aspects of customer experience management (CEM) – the what of customer experience (CX), the why of CX and the how of CEM. The authors have collected, synthesised and presented information from research as well as practice in this chapter. It helps the readers build a perspective on CX, sieving through various notions, philosophies and terms that have come to mean CX. The chapter also establishes the need for understanding CEM and executing it using the framework presented in the ‘how’ section of the chapter. The chapter concludes with a short overview of each of the following chapters.

This chapter focusses on ‘emotions’ as one of the most crucial elements of customer experience. Emotions form the basis of experience as well as the basis for assessing, interpreting, understanding and responding to situations, brands, events and organisations as a customer interacts with the organisation or any of the touchpoints throughout their purchase journey. We discuss the psychological context of emotions, the role emotions play in judgement and decision-making in general and more specifically consumer decision-making. In this chapter, we review the extensive literature and theory in psychology and customer experience to explain how customers perceive bundles of cues, selectively perceive and retain information, and how memories keep reinforcing experiences. We discuss the practical implications for business leaders focussing on understanding customers' emotions and utilising the knowledge to create and capture value through customer experience.

The aim of this paper is to explore the relationship between leadership, employee engagement and service orientation, specific to the private service sector organizations in India. The paper also explores the ability of leadership style and engagement to predict service orientation in the given cross section.

The paper has used a single cross-sectional descriptive design. Purposive sampling has been used to identify respondents who are managers in the private service sector organisations in India. A valid sample size of 106 has been used for the analysis. Instruments used for perceived leadership style are as follows: Multifactor Leadership Questionnaire (MLQ-5X short form); Employee Engagement E3 (DDI) and Service Orientation (Frimpong and Wilson, 2012).

Service orientation is found to be strongly correlated to employee engagement and employee engagement is a strong predictor of service orientation. The other relationships which are significant and moderately correlated are that of transformational leadership and employee engagement and also of transformational leadership and service orientation.

The study highlights the importance and significant role of leadership and employee engagement for higher service orientation in the given cross section. The mediating impact of employee engagement of the leadership style and service orientation relationship could be further explored through path analysis or structured equation modeling techniques.

The research emphasizes that organizations need to focus on employee engagement as much as they focus on customers. The differential advantage to organizations will come through the employees and their behaviors towards customers. Appropriate leadership styles that drive engagement and service-oriented behaviors can be fostered in organizations to drive service performance. The mediating impact of employee engagement of the leadership style and service orientation relationship could be further explored through path analysis or structured equation modeling techniques.

The research is focused in the private service sector organizations in India and data and results support the need to focus on employees for higher scores on customer parameters. The respondents are from a cross section of service organizations and, hence, emphasizing the interplay of the three variables across organizations. The paper supports the critical role of leadership and employees in creating a higher service orientation.

Over the last decade, customer experience management has gradually emerged as the most important activity for organisations. Organisations have turned towards leveraging the ubiquitous and easy-to-use technology in enhancing and enabling experience for the time-crunched customers of today who are looking for greater convenience and choices. It is therefore not surprising that disruptive technologies such as smartphones, virtual and augmented reality, cloud computing, big data analytics, Internet of things, artificial intelligence and robotics have also found their way into the design of customer experience. This chapter aims to present an overview of the technologies that have transformed the customer experience landscape. This chapter contributes by showcasing two illustrative cases from very diverse domains, a private sector bank and a public sector transportation organisation, to elucidate how India, a rapidly developing economy, is embracing technology to enhance the customer experience.