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

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 improvementapplicable in the banking sector in Slovakia. One part of the objective was to examine the continuity betw...

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Main Author: Belas Jaroslav
Format: Article
Language:English
Published: Tomas Bata University in Zlín 2013-03-01
Series:Journal of Competitiveness
Subjects:
Online Access:http://www.cjournal.cz/files/124.pdf
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author Belas Jaroslav
author_facet Belas Jaroslav
author_sort Belas Jaroslav
collection DOAJ
description 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 improvementapplicable 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 timeworking 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.
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spelling doaj.art-91aee97147554030b125baee8e31b52c2022-12-21T22:07:20ZengTomas Bata University in ZlínJournal of Competitiveness1804-171X1804-17282013-03-01513952The Leadership Style and the Productiveness of Employees in the Banking Sector in SlovakiaBelas JaroslavThe 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 improvementapplicable 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 timeworking 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.http://www.cjournal.cz/files/124.pdfcommercial bankleadership style in bankingproductiveness of bank employees
spellingShingle Belas Jaroslav
The Leadership Style and the Productiveness of Employees in the Banking Sector in Slovakia
Journal of Competitiveness
commercial bank
leadership style in banking
productiveness of bank employees
title The Leadership Style and the Productiveness of Employees in the Banking Sector in Slovakia
title_full The Leadership Style and the Productiveness of Employees in the Banking Sector in Slovakia
title_fullStr The Leadership Style and the Productiveness of Employees in the Banking Sector in Slovakia
title_full_unstemmed The Leadership Style and the Productiveness of Employees in the Banking Sector in Slovakia
title_short The Leadership Style and the Productiveness of Employees in the Banking Sector in Slovakia
title_sort leadership style and the productiveness of employees in the banking sector in slovakia
topic commercial bank
leadership style in banking
productiveness of bank employees
url http://www.cjournal.cz/files/124.pdf
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