This study aims to evaluate the validity of the model on the impact of administrative leadership on human resources training and customer satisfaction in the Libyan commercial banks. The model of the study comprises an external factor, i.e., administrative leadership (independent variable); and an internal factor, i.e., customer satisfaction, (dependent variable). The study also aims to test the validity of the model of human resources training as a mediator between administrative leadership and customer satisfaction .To achieve this aim, the researcher used a descriptive approach to data collection (quantitative) and Confirmatory Factor Analysis (CFA). as well as structural equation modeling (SEM-AMOS) to test the proposed research hypotheses and objectives. The population of the current study comprises the middle management represented by the managers and heads of departments in the public commercial banks and their branches in Libya (N=6 banks and 402 branches). The study obtained significant findings, most important of which is that the administrative leadership and human resources training had positive effect on customer satisfaction, which explained 90% of the overall effect. In addition, administrative leadership had a greater effect on customer satisfaction compared to human resources training, which represented 65% of the impact. Based on these results, the researcher recommends that the democratic attitude of the administrative leadership in the Libyan commercial banks should be promoted. There should be also an increasing attention to the strong experience, strong rewards and strong personality or character because of their positive relationship and impact on human resources training and customer satisfaction. It is also suggested that there should be an increasing and continuous interest in developing capabilities and skills as well as staffing trends, especially in the field of the modern banking market at all administrative levels, in line and consistent with the business or jobs assigned to them so that such capabilities and skills do not become obsolete on the one hand and it is possible for banks to provide high quality services to compete and survive in such a sector, on the other hand.