Purpose: The purpose of this study is to examine how Corporate Social Responsibility (CSR) practices in Bangladeshi banks influence customer trust and loyalty. It aims to understand whether CSR helps banks gain a competitive advantage, build stronger customer relationships, and improve long-term sustainability and profitability. Methods: This study uses a quantitative research approach. Data will be collected through a structured survey using stratified random sampling of 300 customers from at least five major banks in Bangladesh known for their CSR activities. The survey focuses on customer awareness, perception of CSR initiatives, trust, and loyalty, supported by secondary data such as CSR reports and academic literature. Data will be analyzed using descriptive statistics, correlation, and regression analysis, covering CSR dimensions such as community engagement, environmental sustainability, and financial inclusion in both urban and rural areas. Results: The study is expected to show that strong CSR practices improve customer perceptions of a bank’s ethics, reliability, and honesty, which boosts customer trust. Higher trust is likely to lead to greater customer loyalty, including retention and positive word-of-mouth. Banks that communicate CSR activities clearly are also expected to gain more satisfaction and brand advocacy. Findings will identify which CSR activities matter most and how they strengthen long-term customer relationships and competitive advantage. Conclusion: CSR is expected to significantly enhance customer trust and loyalty and reinforce sustainable competitive positioning for banks in Bangladesh. Limitation: This study is limited to selected banks and relies on self-reported survey responses, which may not fully capture customer behavior across the entire banking sector. Contribution: This study contributes to CSR, marketing, and banking strategy by providing empirical evidence on how CSR shapes trust and loyalty. It offers practical guidance for banks and policymakers and provides insights relevant to other developing countries.

Purpose: This study examines how leadership style and job stress influence employee performance at Ukrida Hospital, with job satisfaction as a mediating variable. Methodology: A quantitative survey was conducted with 134 permanent employees (tenure >6 months). Data were analyzed using Structural Equation Modeling (SEM-PLS). Results: Leadership style positively affects job satisfaction and performance. Job stress also shows a positive effect on both job satisfaction and employee performance. Job satisfaction further enhances performance and significantly mediates the effects of leadership style and job stress. These findings indicate that challenge-related stress can improve employee outcomes. Conclusion: The study provides empirical evidence that effective leadership styles and well-managed work stress can enhance job satisfaction and employee performance at Ukrida Hospital. The results highlight the importance of leadership strategies and stress management practices in improving the quality of human resources. Limitations: The research is limited to one hospital, uses a cross-sectional survey design, and focuses only on employees with more than six months of tenure. These factors may restrict generalizability and the ability to infer long-term causal relationships. Contribution: This study contributes to the literature by demonstrating the dual role of job stress when perceived as a challenge in improving satisfaction and performance, and by confirming the mediating function of job satisfaction in healthcare organizational settings. It also offers practical insights for hospital management in designing leadership and stress-management interventions to improve employee outcomes.