Employee perceptions towards organizational change and leadership in the banking industry
Organizational change involves participation of leaders, employees, structures, and systems as a strategy in anticipating and adapting to environmental changes. Leadership as a reflection of leaders’ behavior in managing organizations not only influences the policy and decision making but also indic...
| Main Authors: | , , |
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| Format: | Article |
| Language: | English |
| Published: |
LLC "CPC "Business Perspectives"
2019-09-01
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| Series: | Banks and Bank Systems |
| Subjects: | |
| Online Access: | https://businessperspectives.org/images/pdf/applications/publishing/templates/article/assets/12499/BBS_2019_03_Adda.pdf |
| _version_ | 1818973613050560512 |
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| author | Harnida W. Adda Syahir Natsir Niluh Putu Evvy Rossanty |
| author_facet | Harnida W. Adda Syahir Natsir Niluh Putu Evvy Rossanty |
| author_sort | Harnida W. Adda |
| collection | DOAJ |
| description | Organizational change involves participation of leaders, employees, structures, and systems as a strategy in anticipating and adapting to environmental changes. Leadership as a reflection of leaders’ behavior in managing organizations not only influences the policy and decision making but also indicates the approach to all members as the most important element in achieving organizational goals. This study explores perceptions of employees toward the implementation of organizational change and leadership in two leading banks in Palu City, namely, PT Bank Negara Indonesia (Persero) Tbk (BNI) and PT Bank Syariah Mandiri (BSM). The sample is purposively determined by 48 people, with 24 employees in each bank. This study is conducted using a quantitative approach with descriptive statistical data analysis and analyzed descriptively. Then it is tested with the Independent Sample T-Test. The results show that there are no differences in perceptions of employees regarding organizational change despite their experience on different levels of change, but reveal different perceptions in a leadership aspect. Organizational change at BNI is at the moving stage, while BSM has been in the last stage of organizational change, namely refreezing. The difference in leadership behavior between these two banks is very significant. Leadership at BNI is charismatic by giving idealized influence, while BSM prioritizes inspirational motivation. |
| first_indexed | 2024-12-20T15:26:56Z |
| format | Article |
| id | doaj.art-bef5fb14b69b47f491fe3edf7970c031 |
| institution | Directory Open Access Journal |
| issn | 1816-7403 1991-7074 |
| language | English |
| last_indexed | 2024-12-20T15:26:56Z |
| publishDate | 2019-09-01 |
| publisher | LLC "CPC "Business Perspectives" |
| record_format | Article |
| series | Banks and Bank Systems |
| spelling | doaj.art-bef5fb14b69b47f491fe3edf7970c0312022-12-21T19:35:48ZengLLC "CPC "Business Perspectives"Banks and Bank Systems1816-74031991-70742019-09-0114311312010.21511/bbs.14(3).2019.1012499Employee perceptions towards organizational change and leadership in the banking industryHarnida W. Adda0Syahir Natsir1Niluh Putu Evvy Rossanty2Lecturer, Faculty of Economics and Business, Department of Management, University of TadulakoLecturer, Faculty of Economics and Business, Department of Management, University of TadulakoLecturer, Faculty of Economics and Business, Department of Management, University of TadulakoOrganizational change involves participation of leaders, employees, structures, and systems as a strategy in anticipating and adapting to environmental changes. Leadership as a reflection of leaders’ behavior in managing organizations not only influences the policy and decision making but also indicates the approach to all members as the most important element in achieving organizational goals. This study explores perceptions of employees toward the implementation of organizational change and leadership in two leading banks in Palu City, namely, PT Bank Negara Indonesia (Persero) Tbk (BNI) and PT Bank Syariah Mandiri (BSM). The sample is purposively determined by 48 people, with 24 employees in each bank. This study is conducted using a quantitative approach with descriptive statistical data analysis and analyzed descriptively. Then it is tested with the Independent Sample T-Test. The results show that there are no differences in perceptions of employees regarding organizational change despite their experience on different levels of change, but reveal different perceptions in a leadership aspect. Organizational change at BNI is at the moving stage, while BSM has been in the last stage of organizational change, namely refreezing. The difference in leadership behavior between these two banks is very significant. Leadership at BNI is charismatic by giving idealized influence, while BSM prioritizes inspirational motivation.https://businessperspectives.org/images/pdf/applications/publishing/templates/article/assets/12499/BBS_2019_03_Adda.pdfbankingemployee perceptionsleadershiporganizational change |
| spellingShingle | Harnida W. Adda Syahir Natsir Niluh Putu Evvy Rossanty Employee perceptions towards organizational change and leadership in the banking industry Banks and Bank Systems banking employee perceptions leadership organizational change |
| title | Employee perceptions towards organizational change and leadership in the banking industry |
| title_full | Employee perceptions towards organizational change and leadership in the banking industry |
| title_fullStr | Employee perceptions towards organizational change and leadership in the banking industry |
| title_full_unstemmed | Employee perceptions towards organizational change and leadership in the banking industry |
| title_short | Employee perceptions towards organizational change and leadership in the banking industry |
| title_sort | employee perceptions towards organizational change and leadership in the banking industry |
| topic | banking employee perceptions leadership organizational change |
| url | https://businessperspectives.org/images/pdf/applications/publishing/templates/article/assets/12499/BBS_2019_03_Adda.pdf |
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