Leadership Styles Followed in Banking Industry of Bangladesh: A Case Study on Some Selected Banks and Financial Institutions
American Journal of Theoretical and Applied Business
Volume 3, Issue 3, September 2017, Pages: 36-42
Received: Apr. 26, 2017; Accepted: Jun. 6, 2017; Published: Jul. 21, 2017
Views 2000      Downloads 152
Authors
Ikhtiar Mohammad, Research and Evaluation Division, Dhaka, Bangladesh
Shah Ridwan Chowdhury, Department of Management, University of Dhaka, Dhaka, Bangladesh
Nehad Laila Sanju, Department of Management Information Systems, University of Dhaka, Dhaka, Bangladesh
Article Tools
Follow on us
Abstract
This paper reviews literature as well as explores analytical findings on leadership styles from the practical perspective. For this purpose, the banking industry of Bangladesh is taken as a sample industry. The sample units are taken from ten private and public commercial banks and non-bank financial institutions. The objective of this study is to explore the leadership practices in the banking industry of Bangladesh. Primary data has been collected from the top, mid and operational level officials of different banking institutions through face-to-face individual interviews using questionnaire. Analysis has been done from both leaders’ and subordinates’ perspectives. Major finding is that the most practiced leadership style according to both leaders and subordinates is bureaucratic style and the least used leadership style is laissez-faire style.
Keywords
Leadership Style, Banking Industry, Financial Institution, Bangladesh
To cite this article
Ikhtiar Mohammad, Shah Ridwan Chowdhury, Nehad Laila Sanju, Leadership Styles Followed in Banking Industry of Bangladesh: A Case Study on Some Selected Banks and Financial Institutions, American Journal of Theoretical and Applied Business. Vol. 3, No. 3, 2017, pp. 36-42. doi: 10.11648/j.ajtab.20170303.11
Copyright
Copyright © 2017 Authors retain the copyright of this article.
This article is an open access article distributed under the Creative Commons Attribution License (http://creativecommons.org/licenses/by/4.0/) which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.
References
[1]
Aishat, O. A., DaudSilong, A., Suandi, T., & Oladipo. (2015). Leadership Styles of Managers and Employee’s Job Performance in a Banking Sector. IOSR Journal Of Humanities And Social Science (IOSR-JHSS), 68-73.
[2]
Akdol & Arikboga (2015). The Effects of Leader Behavior on Job Satisfaction: A Research on Technology Fast 50 Turkey companies. World conference on technology, Innovation and Entrepreneurship. Procedia –Social and Behavioural Sciences 195, 278-282.
[3]
Bass, B. M., & Riggio, R. E. (2006). Transformational leadership (2nd ed.). Mahwah, NJ: Lawrence Erlbaum Associates Publishers; US.
[4]
Bass, B. M.; Avolio, B. J.; Atwater, L. E. (1996). The transformational and transactional leadership of men and women. Applied Psychology: an International Review 45 (1): 5–34.
[5]
Bass, B. M. (1985). Leadership and performance beyond expectations. New York: Free Press; Collier Macmillan.
[6]
Belias, D., & Koustelios, A. (2014). Transformational Leadership and Job Satisfaction in the Banking Sector: A Review. International Review of Management and Marketing, 187-200.
[7]
Burns, J. M. (1978). Leadership. New York: Harper & Row. LEADERSHIP QUARTERLY, 2 (1).
[8]
Foster, D. E. (2002). A method of comparing follower satisfaction with the Authoritarian, Democratic, and Laissez-faire Styles of leadership. Communication Teacher 16 (2): 4–6.
[9]
Ebert, R. J., & Griffin, R. W. (2010). Business essentials (8th ed.). Upper Saddle River, NJ: Prentice Hall. pp. 135–136. ISBN 0-13-705349-5.
[10]
Hackman, M. Z., & Johnson, C. E. (2009). Leadership: A communication Perspective (5th ed.). Long Grove, IL, Waveland Press.
[11]
Insert Hersey, P., and Blanchard, K. H. (1977). Management of Organizational Behavior 3rd Edition–Utilizing Human Resources. New Jersey/Prentice Hall.
[12]
Jain, A., & Chaudhary, S. (2014). Leadership Styles of Bank Managers in Nationalized Commercial Banks of India. SMS - Varanasi, 98-105.
[13]
Johnson, C. E.; Hackman, M. Z. (2003). Leadership, a communication perspective (4 ed.). Waveland Press. p. 38. ISBN 9781577662846.
[14]
Kunin, S. D. (2003). Religion: the modern theories, University of Edinburgh, p. 40. ISBN 0-7486-1522-9.
[15]
Kroeck, K. G., Lowe, K. B., & Sivasubramaniam, N. (1996). Effectiveness correlates of transformational and transactional leadership: A meta-analytic review of the MLQ literature. The Leadership Quarterly, 7 (3), 385-425.]
[16]
Karavelioğlu, A. M. (2014). Analysis of Leadership Styles in Banking Sector in North Cyprus: Testing Factors Effecting Authoritarian Style and a Model for Banking Sector in a Small Island Economy. International Journal of Regional Development, 39-64.
[17]
Mehta, D. S., & Kaur, R. (2016). A Review Paper on leadership styles of managers among public and private sector banks and its relationship with other constructs. International Journal of New Innovations in Engineering and Technology, 107-115.
[18]
Rao, T. V. and Rao, Raju (2012) ‘‘A study of leadership styles and their impact’’ Academy of HRD, International research conference on HRD IN Asia, 2012, IIM Banglore.
[19]
Woods, P. A. (2010). Democratic leadership: drawing distinctions with distributed leadership. International Journal of Leadership in Education 7 (1): 3–36.
ADDRESS
Science Publishing Group
1 Rockefeller Plaza,
10th and 11th Floors,
New York, NY 10020
U.S.A.
Tel: (001)347-983-5186