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Leadership Styles Followed in Banking Industry of Bangladesh: A Case Study on Some Selected Banks and Financial Institutions

Received: 26 April 2017     Accepted: 6 June 2017     Published: 21 July 2017
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Abstract

This paper reviews literature as well as explores analytical findings on leadership styles from the practical perspective. For this purpose, the banking industry of Bangladesh is taken as a sample industry. The sample units are taken from ten private and public commercial banks and non-bank financial institutions. The objective of this study is to explore the leadership practices in the banking industry of Bangladesh. Primary data has been collected from the top, mid and operational level officials of different banking institutions through face-to-face individual interviews using questionnaire. Analysis has been done from both leaders’ and subordinates’ perspectives. Major finding is that the most practiced leadership style according to both leaders and subordinates is bureaucratic style and the least used leadership style is laissez-faire style.

Published in American Journal of Theoretical and Applied Business (Volume 3, Issue 3)
DOI 10.11648/j.ajtab.20170303.11
Page(s) 36-42
Creative Commons

This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited.

Copyright

Copyright © The Author(s), 2017. Published by Science Publishing Group

Keywords

Leadership Style, Banking Industry, Financial Institution, Bangladesh

References
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[2] Akdol & Arikboga (2015). The Effects of Leader Behavior on Job Satisfaction: A Research on Technology Fast 50 Turkey companies. World conference on technology, Innovation and Entrepreneurship. Procedia –Social and Behavioural Sciences 195, 278-282.
[3] Bass, B. M., & Riggio, R. E. (2006). Transformational leadership (2nd ed.). Mahwah, NJ: Lawrence Erlbaum Associates Publishers; US.
[4] Bass, B. M.; Avolio, B. J.; Atwater, L. E. (1996). The transformational and transactional leadership of men and women. Applied Psychology: an International Review 45 (1): 5–34.
[5] Bass, B. M. (1985). Leadership and performance beyond expectations. New York: Free Press; Collier Macmillan.
[6] Belias, D., & Koustelios, A. (2014). Transformational Leadership and Job Satisfaction in the Banking Sector: A Review. International Review of Management and Marketing, 187-200.
[7] Burns, J. M. (1978). Leadership. New York: Harper & Row. LEADERSHIP QUARTERLY, 2 (1).
[8] Foster, D. E. (2002). A method of comparing follower satisfaction with the Authoritarian, Democratic, and Laissez-faire Styles of leadership. Communication Teacher 16 (2): 4–6.
[9] Ebert, R. J., & Griffin, R. W. (2010). Business essentials (8th ed.). Upper Saddle River, NJ: Prentice Hall. pp. 135–136. ISBN 0-13-705349-5.
[10] Hackman, M. Z., & Johnson, C. E. (2009). Leadership: A communication Perspective (5th ed.). Long Grove, IL, Waveland Press.
[11] Insert Hersey, P., and Blanchard, K. H. (1977). Management of Organizational Behavior 3rd Edition–Utilizing Human Resources. New Jersey/Prentice Hall.
[12] Jain, A., & Chaudhary, S. (2014). Leadership Styles of Bank Managers in Nationalized Commercial Banks of India. SMS - Varanasi, 98-105.
[13] Johnson, C. E.; Hackman, M. Z. (2003). Leadership, a communication perspective (4 ed.). Waveland Press. p. 38. ISBN 9781577662846.
[14] Kunin, S. D. (2003). Religion: the modern theories, University of Edinburgh, p. 40. ISBN 0-7486-1522-9.
[15] Kroeck, K. G., Lowe, K. B., & Sivasubramaniam, N. (1996). Effectiveness correlates of transformational and transactional leadership: A meta-analytic review of the MLQ literature. The Leadership Quarterly, 7 (3), 385-425.]
[16] Karavelioğlu, A. M. (2014). Analysis of Leadership Styles in Banking Sector in North Cyprus: Testing Factors Effecting Authoritarian Style and a Model for Banking Sector in a Small Island Economy. International Journal of Regional Development, 39-64.
[17] Mehta, D. S., & Kaur, R. (2016). A Review Paper on leadership styles of managers among public and private sector banks and its relationship with other constructs. International Journal of New Innovations in Engineering and Technology, 107-115.
[18] Rao, T. V. and Rao, Raju (2012) ‘‘A study of leadership styles and their impact’’ Academy of HRD, International research conference on HRD IN Asia, 2012, IIM Banglore.
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  • APA Style

    Ikhtiar Mohammad, Shah Ridwan Chowdhury, Nehad Laila Sanju. (2017). Leadership Styles Followed in Banking Industry of Bangladesh: A Case Study on Some Selected Banks and Financial Institutions. American Journal of Theoretical and Applied Business, 3(3), 36-42. https://doi.org/10.11648/j.ajtab.20170303.11

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    ACS Style

    Ikhtiar Mohammad; Shah Ridwan Chowdhury; Nehad Laila Sanju. Leadership Styles Followed in Banking Industry of Bangladesh: A Case Study on Some Selected Banks and Financial Institutions. Am. J. Theor. Appl. Bus. 2017, 3(3), 36-42. doi: 10.11648/j.ajtab.20170303.11

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    AMA Style

    Ikhtiar Mohammad, Shah Ridwan Chowdhury, Nehad Laila Sanju. Leadership Styles Followed in Banking Industry of Bangladesh: A Case Study on Some Selected Banks and Financial Institutions. Am J Theor Appl Bus. 2017;3(3):36-42. doi: 10.11648/j.ajtab.20170303.11

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  • @article{10.11648/j.ajtab.20170303.11,
      author = {Ikhtiar Mohammad and Shah Ridwan Chowdhury and Nehad Laila Sanju},
      title = {Leadership Styles Followed in Banking Industry of Bangladesh: A Case Study on Some Selected Banks and Financial Institutions},
      journal = {American Journal of Theoretical and Applied Business},
      volume = {3},
      number = {3},
      pages = {36-42},
      doi = {10.11648/j.ajtab.20170303.11},
      url = {https://doi.org/10.11648/j.ajtab.20170303.11},
      eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.ajtab.20170303.11},
      abstract = {This paper reviews literature as well as explores analytical findings on leadership styles from the practical perspective. For this purpose, the banking industry of Bangladesh is taken as a sample industry. The sample units are taken from ten private and public commercial banks and non-bank financial institutions. The objective of this study is to explore the leadership practices in the banking industry of Bangladesh. Primary data has been collected from the top, mid and operational level officials of different banking institutions through face-to-face individual interviews using questionnaire. Analysis has been done from both leaders’ and subordinates’ perspectives. Major finding is that the most practiced leadership style according to both leaders and subordinates is bureaucratic style and the least used leadership style is laissez-faire style.},
     year = {2017}
    }
    

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    T1  - Leadership Styles Followed in Banking Industry of Bangladesh: A Case Study on Some Selected Banks and Financial Institutions
    AU  - Ikhtiar Mohammad
    AU  - Shah Ridwan Chowdhury
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    T2  - American Journal of Theoretical and Applied Business
    JF  - American Journal of Theoretical and Applied Business
    JO  - American Journal of Theoretical and Applied Business
    SP  - 36
    EP  - 42
    PB  - Science Publishing Group
    SN  - 2469-7842
    UR  - https://doi.org/10.11648/j.ajtab.20170303.11
    AB  - This paper reviews literature as well as explores analytical findings on leadership styles from the practical perspective. For this purpose, the banking industry of Bangladesh is taken as a sample industry. The sample units are taken from ten private and public commercial banks and non-bank financial institutions. The objective of this study is to explore the leadership practices in the banking industry of Bangladesh. Primary data has been collected from the top, mid and operational level officials of different banking institutions through face-to-face individual interviews using questionnaire. Analysis has been done from both leaders’ and subordinates’ perspectives. Major finding is that the most practiced leadership style according to both leaders and subordinates is bureaucratic style and the least used leadership style is laissez-faire style.
    VL  - 3
    IS  - 3
    ER  - 

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Author Information
  • Research and Evaluation Division, Dhaka, Bangladesh

  • Department of Management, University of Dhaka, Dhaka, Bangladesh

  • Department of Management Information Systems, University of Dhaka, Dhaka, Bangladesh

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