تأثير القيادة الإدارية على تدريب الموارد البشرية ورضا الزبون دراسة تطبيقية على المصارف التجارية الليبية

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.