The Leadership Style and the Productiveness of Employees in the Banking Sector in Slovakia

Jaroslav Jr. Belas

27 citations0/0 files storedJournal of Competitiveness

No readable copy stored yet — this record is metadata only.

No open-access location is known for this record yet.

Literature note Cite in a project Citation map

Employee Performance and Management Leadership and Management in Organizations Employee Performance and Leadership

Abstract

The main goal of the article was to prove a relationship between applied leadership style of branch managers and productiveness of bank sales clerks and room for their productiveness improvement applicable in the banking sector in Slovakia.One part of the objective was to examine the continuity between applied leadership style of branch managers and their time in control functions held.Dependencies between the individual productiveness of bank sales clerks and the level of their loyalty and satisfaction were investigated.Opinions of branch managers about the applicable leadership style and room for sales clerks' productiveness improvement were examined through two questionnaire surveys (conducted in 2008 and 2012).The research results confirmed that the directive style of leadership is the mandatory style in the banking sector in Slovakia whereas the intensity of its implementation during the analysis period was increased.The research has also shown that there is a direct connection between the dominant style of leadership and room for improvement of sales clerks' productiveness, because the growth of the intensity of directive style in this case led to lower productiveness of the average bank sales clerks.Our assumption that the applied leadership style of bank employees depends on time working in managerial positions has not been confirmed.In comparison to long-term managers, branch managers who were working for rather short period in any managerial positions did not show any differences in their management priorities.The assumption that the employee satisfaction and loyalty significantly encourage individual employee productiveness was not confirmed in the research.

Paper brief

Loading…

Cite this work

Citation unavailable for this work.

BibTeX RIS CSL-JSON

No public copy is stored for this record, so only the metadata is cited.

Citations in this library

Citation map →

Stored only when both papers are in the corpus — 27 citations exist upstream.

References

1994Putting the Service-Profit Chain to Work 2003The Effect of Management Commitment to Service Quality on Employees' Affective and Performance Outcomes 2004The importance of pay in employee motivation: Discrepancies between what people say and what they do 2009An empirical study of employee loyalty, service quality and firm performance in the service industry 2002Assessing the Service-Profit Chain 2010Customer and Frontline Employee Influence on New Service Development Performance

Cited by

2019Factors affecting Palestinian customers’ use of online banking services 2017Application Of Path-Goal Leadership Theory And Learning Theory In A Learning Organization 2017The Effect of Leadership, Organisational Culture and Work Motivation on Job Satisfaction and Job Performance among Civil Servants in Maros District Technical Working Unit 2019Leadership Styles and Productivity 2022Leadership Behaviors of Women Entrepreneurs in SME Sector of Bangladesh 2017The Structure – Conduct – Performance Paradigm in the European Union Banking 2017The Effect of Leadership, Organisational Culture and Work Motivation on Job Satisfaction and Job Performance among Civil Servants in Maros District Technical Working Unit

Explore the map →

Papers that cite the same references — the relational fallback while embeddings are still backfilling.

Imported from OpenAlex (CC0) — nothing here is generated.