A case study of the evolving management of leadership development in the retail banking sector

Jivan, A.M.

doi:10.4102/sajhrm.v18i0.1155

Cited by 5 publications

(3 citation statements)

References 40 publications

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“…Notably, emotional intelligence factors exhibit a positive correlation with leadership effectiveness within the banking industry (Arumugam & Pillai, 2021). Furthermore, leadership styles emphasizing HRM policies, organizational environment, and employee engagement are instrumental in bolstering staff retention rates in the banking sector (Jivan, 2020). In summary, these findings underscore the critical role of leadership in propelling innovation, work engagement, minimizing employee turnover, and maximizing staff retention within the banking sector.…”

Section: Introductionmentioning

confidence: 75%

Embracing Complexity: Ambidextrous Leadership Enriching Job Satisfaction in Nepalese Commercial Banking Sector

Chalise,

Paudel

2024

IJABM

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Scholars argue that ambidexterity serves as a crucial precursor not only to organizational innovation but also for teams and individual workers. This study indulges into ambidexterity and analyzes the synergic combination of transformational and transactional leadership style to create ambidextrous leadership and the positive impact of ambidextrous leadership on job satisfaction in Nepalese commercial banks. The research employed a survey design to collect data from 150 employees in Nepali commercial banks. Simple random sampling techniques were utilized, and a questionnaire was administered to gauge respondents' job satisfaction levels with various dimensions of transactional leadership styles, employing a five-point Likert scale. The findings reveal a significant relationship between ambidextrous leadership style dimensions and job satisfaction in Nepali commercial banks. The study concludes that ambidextrous leadership is the potential to be the most influential leadership style for fostering job satisfaction and recommends the balancing of counteracting leadership styles promoting ambidextrous leadership in Nepali commercial banks

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Section: Introductionmentioning

confidence: 75%

Embracing Complexity: Ambidextrous Leadership Enriching Job Satisfaction in Nepalese Commercial Banking Sector

Chalise,

Paudel

2024

IJABM

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“…In both phases, MDPs are bene cial for providing or expanding managerial skillsets. The majority of related research has been based on interviews (e.g., Sartirana et al, 2019;Nicholson & Carroll, 2013); therefore, it might be valuable to introduce ethnographic studies to allow researchers to be exposed to wider observational perspectives (Jivan, 2020), especially because interviews frequently provide distorted pictures of reality (Rostron, 2014).…”

Section: Discussionmentioning

confidence: 99%

Managerial identity work: A systematic literature review with a conceptual model

Westen,

Graça

2024

Preprint

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The concept of managerial identity work (MIW) has been studied for two decades and is aptly recognized as a vital part of organizational life. Since MIW applies to each manager regardless of their seniority, it attracts researchers eager to apply theoretical frameworks to business scenarios collected from the whole managerial cohort. This systematic review contributes to the literature on MIW by accumulating and analyzing 55 empirical articles on the subject. Based on a synthesis approach, the findings point to eight first-order themes influencing MIW, namely, the identity of first-time managers, the identity of experienced managers, management development programmes, blurred identity, identity work as a medium, external perceptions of identity, creation of preferred identity, and the identity of minorities. These are later integrated into second-order themes such as knowledge, awareness, motive, and privilege, which allows for the creation of a conceptual model explaining the relation between the themes. Therefore, this study not only summarizes the existing research on MIW but also suggests to scholars and practitioners which factors impact managerial identity shaping; thus, what requires attention when seeking managerial identity development. The review includes a summary of the countries and industries in which MIW has been studied and lists the journals that published the reviewed articles. Additionally, it outlines avenues for future research, one of them in association with the 2030 Agenda for Sustainable Development of the United Nations. JEL Codes: D21, D23, M53

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“…While studies have been conducted on the leadership and organisational cultures of higher education institutions, the public service sector, health care sector and financial institutions (Chipunza & Matsumunyane, 2018;Frantz et al, 2020;Jivan, 2020;Mokgolo et al, 2012;Stander et al, 2015), the cash management sector that deals with cash movement has not garnered particular interest. This is despite the essential role of cash management organisations and their contribution to sustaining the economy of South Africa as they ensure cash circulation within South Africa.…”

Section: Introductionmentioning

confidence: 99%

Exploring mid-level leaders’ perceptions of organisational culture at cash management company

Pillay,

Dhanpat,

De Braine

2023

SA Journal of Human Resource Management

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Orientation: Mid-level leadership has an important role to play in driving organisational culture for effective organisational functioning.Research purpose: This study aimed to examine the perceptions of mid-level leaders in a cash management company in South Africa on their influence on organisational culture.Motivation for the study: While studies have been conducted on leadership and organisational culture within various sectors of the South African economy, the cash management industry has been commonly overlooked, despite the essential role played by these organisations.Research approach/design and method: This study followed a qualitative research approach. A purposive sample of 12 mid-level leaders was interviewed using semi-structured interviews. Braun and Clarke’s thematic analysis was used to extract themes.Main findings: The main finding revealed that mid-level leaders primarily influenced organisational culture as they met operational goals and second by encouraging employee development, safety and risk management, compliance, information sharing and personal interaction. Other emergent themes included perceived challenges to the organisation’s culture and prominent strengths of the organisation’s culture.Practical/ managerial implication: This study shows the role that mid-level leadership has to drive organisational culture. Organisations should therefore use mid-level leaderships’ insight into strengthening organisational culture.Contribution/ value add: This study supports the role of mid-level leaders and their influence on fostering an organisation’s desired cultural outcomes. A conceptual model of culture enablement adds to the understanding of organisational culture and strengthens the study’s contribution to the body of knowledge.

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A case study of the evolving management of leadership development in the retail banking sector

Cited by 5 publications

References 40 publications

Embracing Complexity: Ambidextrous Leadership Enriching Job Satisfaction in Nepalese Commercial Banking Sector

Embracing Complexity: Ambidextrous Leadership Enriching Job Satisfaction in Nepalese Commercial Banking Sector

Managerial identity work: A systematic literature review with a conceptual model

Exploring mid-level leaders’ perceptions of organisational culture at cash management company

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