About this article
- Submitted: May 31, 2025
- Final Revised: Sep 18, 2025
- Accepted: Jan 06, 2026
- Published: Jan 23, 2026
- Abstract view: 2
- PDF Download: 1
- Volumes: Vol. 4 No. 1 (2026) Pages 30-47
- DOI: 10.63208/210113-227
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This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Copyright (c) 2026 Nartha Simamora, Roland Hutagalung, Amie Kusumawardhani (Author)
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Abstract
This study synthesizes how supervisory leadership and managerial coaching influence cross-selling performance in digital-banking frontline environments. Using a Systematic Literature Review (SLR) approach, 32 peer-reviewed articles indexed in Scopus and SINTA 1–2 were analyzed to examine multi-level mechanisms through which leadership behaviors shape frontline capability, engagement, adaptive selling, and organizational agility. The review finds that supervisory leadership contributes indirectly to cross-selling effectiveness through structured coaching practices that build competence, confidence, customer-handling capability, and adaptive selling behavior. Employee engagement functions as a psychological catalyst that activates these capabilities into behavioral performance, while organizational agility strengthens execution by enabling responsive coordination, fast decision-making, and integrated customer workflows. The findings emphasize that cross-selling performance arises from the interaction of leadership-driven capability development, coaching reinforcement, psychological activation, and structural agility. This review proposes an integrated conceptual framework relevant for digital-banking and microfinance institutions seeking to improve fee-based income through capability strengthening and frontline development strategies.
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