Journal of Management Research

Open Access Open Access  Restricted Access Subscription Access
Open Access Open Access Open Access  Restricted Access Restricted Access Subscription Access

Leadership Style and Personal Characteristics of Greek Banking Employees


Affiliations
1 University of Thessaly, Karyes, 42100, Trikala, Greece
2 School of Management and Economics, Dept. of Business Administration, Technological Education Institute of Western Macedonia, Macedonia, the former Yugoslav Republic of
     

   Subscribe/Renew Journal


The literature review provides mixed results regarding the impact of demographic characteristics (gender, age, educational background, job position, and working experience) on leadership style. Therefore, the aim of this study is twofold. On the one hand, it aims to test the level of different leadership styles by a sample of Greek bank employees and on the other hand, it aims to explore those background characteristics that have an impact on different leadership styles, based on employees' perception. The sample of the present study consists of 487 Greek bank employees. Leadership style was measured using the Multifactor Leadership Questionnaire (M. L. Q. - 5) designed by Avolio and Bass (2004). The questionnaire measures three different styles of leadership: 1) Transformational, 2) Transactional 3) Passive/Avoidant. Transformational leadership style includes the following items: Idealized Influence (attributes), Idealized Influence (Behaviours), Inspirational Motivation, Intellectual Motivation, and Individualised Consideration. Transactional leadership style includes the following items: Contingent Reward, and Management by Exception: Active. Finally, Passive/Avoidant leadership style includes the following items: Management by Exception: Passive and Laissez-faire. The results of this study indicated that the employees rated higher transactional and transformational leadership styles, as it is indicated by other researchers. Moreover, it was found that the demographic characteristics of employees, namely gender, age, educational background, working experience, and job position, have an effect on various items regarding leadership style, effectiveness and satisfaction from leadership styles based on employees' perception. Due to the fact that the outcomes are still ambiguous, further study is needed.

Keywords

Leadership Style, Personal Characteristics, Greek Banks, J24, M11, M12, M14, O15.
User
Notifications

  • Aspridis, G., Grigoriou, J. and Grigoriou, St. (2012), The Role of Sports Leadership and the Position of Women, Inquiries in Sport & Physical Education, 10(3): 66–75.

  • Avolio, B. J. and Bass, B. M. (2004), Multifactor Leadership Questionnaire: Third Edition Manual and Sampler Set, Mind Garden Redwood City, CA.

  • Bartol, K. M. and Martin, D. C. (1986), Women and Men in Task Groups, in Ashmore, R. D. and Del Boca, F. K. (Eds), The Social Psychology of Female-male Relations: A Critical Analyses of Central Concepts, pp. 259–310, Academic Press, Orlando, FL.

  • Bass, B. M. (1985), Leadership and Performance beyond Expectations, The Free Press, New York.

  • Behrman, H. D. and Perreault, D. W. Jr. (1984), A Role Stress Model of the Performance and Satisfaction of Industrial Salespersons. Journal of Marketing, 48: 9–21.

  • Bryman, A. (1992), Charisma and Leadership in Organizations, Sage, London.

  • Dannhauser, Z. and Boshoff, A. B. (2006), The Relationships between Servant Leadership, Trust, Team Commitment and Demographic Variables, Servant Leadership Research Roundtable, School of Leadership Studies, Regent University, London.

  • Den Hartog, D. N., Caley, A. and Dewe, P. (2007), Recruiting Leaders: An Analysis of Leadership Advertisements, Human Resource Management Journal, 17(1): 58–75.

  • Den Hartog, D. N., House, R. J., Hanges, P., Dorfman, P., Ruiz-Quintanilla, A. (1999), Culture Specific and Cross-culturally Endorsed Implicit Leadership Theories: Are Attributes of Charismatic/Transformational Leadership Universally Endorsed? Leadership Quarterly, 10(2): 219–256.

  • Fleishman, E. A. (1973), Twenty Years of Consideration and Structure, in Fleishman, E. A. and Hunt, J. G. (Eds), Current Developments in the Study of Leadership, pp. 1-37, Southern Illinois University Press, Carbondale.

  • Hersey, P. (1984), The Situational Leader, Center for Leadership Studies, Escondido, CA.

  • Holtz, B. C. and Harold, C.M. (2013), The Effects of Leadership Consideration and Structure on Employee Perceptions of Justice and Counterproductive Work Behavior, Journal of Organizational Behavior, 34: 427–580.

  • Kanter, R. M. (1977), Men and Women of the Corporation, Basic Books, New York.

  • Kearney, E. and Gebert, D. (2009), Managing Diversity and Enhancing Team Outcomes: The Promise of Transformational Leadership, Journal of Applied Psychology, 94(1): 77–89.

  • Laub, J. A. (1999), Assessing the Servant Organization: Development of the Organizational Leadership Assessment (OLA) Instrument, PhD Dissertation, Florida Atlantic University, Boca Raton.

  • Loden, M. (1985), Feminine Leadership or How to Succeed in Business Without Being One of the Boys, Times Books, New York.

  • Nieva, V. F. and Gutek, B. A. (1981), Women and Work: A Psychological Perspective, Praeger, New York.

  • Oreg, S. and Berson, Y. (2011), Leadership and Employees’ Reaction to Change: The Role of Leaders’ Personal Attributes and Transformational Leadership Style, Personnel Psychology, 64(3): 627–659.

  • Sager, J. K. (1991), Type A Behavior Pattern (TABP) among Salespeople and its Relationship to Job Stress, The Journal of Personal Selling and Sales Management, 11(2): 1–14.

  • Trivellas, P. and Dargenidou, D. (2009), Leadership and Service Quality in Higher Education: The case of the Technological Educational Institute of Larissa, International Journal of Quality and Service Sciences, 1(3): 294–310.

  • Trivellas, P. and Drimoussis, C. (2013), Investigating Leadership Styles, Behavioural and Managerial Competency Profiles of Successful Project Managers in Greece, Procedia Social and Behavioral Sciences, 73: 692–700.

  • Trivellas, P., Kakkos, N. (2015), Understanding the Impact of Procedural Justice, Job Characteristics and Resources on Emotional Exhaustion and its Marketing-related Implications, Anatolia, An International Journal of Tourism and Hospitality Research, 26(1): 45–60.

  • Trivellas, P. and Reklitis, P. (2014), Leadership Competencies Profiles and Managerial Effectiveness in Greece, Procedia Economics and Finance, 9: 380–390

  • Yukl, G. and Van Fleet, D. D. (1992), Theory and Research on Leadership in Organizations, in Dunnette, M. D. and Hough, L. Nl. (Eds), Handbook of Industrial and Organizational Psychology (2nd Ed), Vol. 3, pp. 147-197, Consulting Psychologists, Palo Alto, CA.


Abstract Views: 492

PDF Views: 6




  • Leadership Style and Personal Characteristics of Greek Banking Employees

Abstract Views: 492  |  PDF Views: 6

Authors

Dimitrios Belias
University of Thessaly, Karyes, 42100, Trikala, Greece
Aikaterini Gkolia
University of Thessaly, Karyes, 42100, Trikala, Greece
Athanasios Koustelios
University of Thessaly, Karyes, 42100, Trikala, Greece
Konstantinos Varsanis
School of Management and Economics, Dept. of Business Administration, Technological Education Institute of Western Macedonia, Macedonia, the former Yugoslav Republic of

Abstract


The literature review provides mixed results regarding the impact of demographic characteristics (gender, age, educational background, job position, and working experience) on leadership style. Therefore, the aim of this study is twofold. On the one hand, it aims to test the level of different leadership styles by a sample of Greek bank employees and on the other hand, it aims to explore those background characteristics that have an impact on different leadership styles, based on employees' perception. The sample of the present study consists of 487 Greek bank employees. Leadership style was measured using the Multifactor Leadership Questionnaire (M. L. Q. - 5) designed by Avolio and Bass (2004). The questionnaire measures three different styles of leadership: 1) Transformational, 2) Transactional 3) Passive/Avoidant. Transformational leadership style includes the following items: Idealized Influence (attributes), Idealized Influence (Behaviours), Inspirational Motivation, Intellectual Motivation, and Individualised Consideration. Transactional leadership style includes the following items: Contingent Reward, and Management by Exception: Active. Finally, Passive/Avoidant leadership style includes the following items: Management by Exception: Passive and Laissez-faire. The results of this study indicated that the employees rated higher transactional and transformational leadership styles, as it is indicated by other researchers. Moreover, it was found that the demographic characteristics of employees, namely gender, age, educational background, working experience, and job position, have an effect on various items regarding leadership style, effectiveness and satisfaction from leadership styles based on employees' perception. Due to the fact that the outcomes are still ambiguous, further study is needed.

Keywords


Leadership Style, Personal Characteristics, Greek Banks, J24, M11, M12, M14, O15.

References