Supervisory Leadership and Coaching for Cross-Selling Performance: A Systematic Review
DOI:
https://doi.org/10.63208/210113-663Keywords:
Coaching, Cross-Selling, Salesforce Control System, Supervisory LeadershipAbstract
This study examines how supervisory leadership and managerial coaching are associated with cross-selling performance in frontline and digitally enabled service environments. A systematic literature review was conducted using peer-reviewed studies relevant to supervisory leadership, managerial coaching, adaptive selling, employee engagement, organizational agility, and cross-selling. Following a structured screening and quality-appraisal process, 15 studies were included in the final synthesis. The findings identify four interconnected patterns. Supervisory leadership provides direction and an enabling context for frontline adaptation, while managerial coaching strengthens competence, role clarity, confidence, and customer-oriented behavior. Adaptive selling enables employees to respond to diverse customer needs and selling situations. Employee engagement supports sustained effort, while organizational agility facilitates coordinated processes, technology integration, and responsive decision-making. The review therefore conceptualizes cross-selling performance as a multidimensional outcome emerging from the interaction of leadership, coaching, adaptive selling, engagement, and organizational agility. The findings provide a framework for understanding frontline capability development in banking and other digitally enabled service organizations.
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