Fidan Qerimi

This study measured the impact of leadership styles on service quality and the impact of service quality on customer satisfaction. In addition, it analyzed whether there is a difference in service quality and customer satisfaction between banks by categorizing them by capital types. The quantitative method was used to achieve the objectives. The sample comprised 360 employees of Kosovo banks, where 99 employees were from banks with domestic capital, and 261 were from foreign capital banks. According to the OLS model, the authoritarian style has a more significant impact on the service quality in banks with foreign capital. In contrast, in banks with domestic capital, a transactional style significantly impacts service quality. According to the t-test, there is a statistically significant relationship between consumer satisfaction and banks with foreign and domestic capital, with the greatest consumer satisfaction in banks with foreign capital. However, considering the service quality, the t-test showed a non-significant result, which means that there is no difference in the service quality between the two categories of banks. This paper found that the leadership style has a higher effect on the service quality of the two categories of banks, recommending that banks fill the gap between the style used and the one that affects the service quality best. Banks also received feedback on customer satisfaction to strengthen SERVQUAL model components, improving service quality and increasing customer satisfaction.

Acknowledgment
The authors are grateful to AAB College for the support in preparing this paper.

This study aims to analyze the effect of marketing strategies on creating competitive advantage through strategies such as customized products strategy, pricing strategy, distribution strategy, promotion strategy, and innovation orientation strategy. The study was carried out on the basis of primary data, where part of the quantitative research were 15 categorized dairies, with low capacity (300-3,000 liters per day), with medium capacity (5,000-100,000 liters per day), and with high capacity (over 100,000 liters per day). From these dairies, 150 workers in leadership positions were surveyed, from which the marketing strategy with the greatest impact on creating competitive advantages was identified. Questionnaires were physically distributed and data were processed through Statistical Package for Social Sciences, version 26. Based on the multiple regression analysis, it was found that there is a statistically significant correlation that marketing strategies affect the creation of competitive advantage based on the value of R-square = 0.787, where customized products strategy, price strategy, and distribution strategy were found as important strategies. While innovation strategy and promotion strategy left the model due to the increased value of significance p > 0.05. Through this study, the dairy industry receives feedback on the type of strategy that should be used to create a competitive advantage, more so in the specific case where imports are very high and competition is very fierce.