IDEAS home Printed from https://ideas.repec.org/a/ids/ijmpra/v6y2013i4p299-319.html
   My bibliography  Save this article

Leadership styles and financial services performance

Author

Listed:
  • May-Chiun Lo
  • T. Ramayah
  • Abu Hassan Md Isa
  • Mohamad Jais

Abstract

This paper seeks to explore the relationship between leadership practices and organisational performance of financial leaders in Malaysia. It aims to investigate the existence of contemporary leadership styles such as transformational, transactional and leader-member exchange (LMX) in enhancing organisational performance particularly in financial services sector. Data was collected from financial services companies, comprising commercial banks, investment banks, unit trust management companies and insurance companies. SmartPLS 2.0 (M3) was applied to test the hypotheses that comprised both transformational and transactional leadership styles and also LMX on organisational performance and subsequently bootstrapping was conducted to investigate the standard error of the estimate and t-values. This research highlights the importance of leadership awareness as well as recognition of LMX as a valuable approach in achieving a better organisational performance. This study attempts to blend various leadership styles and organisational performance of financial services sector in Malaysia.

Suggested Citation

  • May-Chiun Lo & T. Ramayah & Abu Hassan Md Isa & Mohamad Jais, 2013. "Leadership styles and financial services performance," International Journal of Management Practice, Inderscience Enterprises Ltd, vol. 6(4), pages 299-319.
    • Handle: RePEc:ids:ijmpra:v:6:y:2013:i:4:p:299-319
    as

    Download full text from publisher

    File URL: http://www.inderscience.com/link.php?id=57821
    Download Restriction: Access to full text is restricted to subscribers.
    ---><---

    As the access to this document is restricted, you may want to search for a different version of it.

    Corrections

    All material on this site has been provided by the respective publishers and authors. You can help correct errors and omissions. When requesting a correction, please mention this item's handle: RePEc:ids:ijmpra:v:6:y:2013:i:4:p:299-319. See general information about how to correct material in RePEc.

    If you have authored this item and are not yet registered with RePEc, we encourage you to do it here. This allows to link your profile to this item. It also allows you to accept potential citations to this item that we are uncertain about.

    We have no bibliographic references for this item. You can help adding them by using this form .

    If you know of missing items citing this one, you can help us creating those links by adding the relevant references in the same way as above, for each refering item. If you are a registered author of this item, you may also want to check the "citations" tab in your RePEc Author Service profile, as there may be some citations waiting for confirmation.

    For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: Sarah Parker (email available below). General contact details of provider: http://www.inderscience.com/browse/index.php?journalID=91 .

    Please note that corrections may take a couple of weeks to filter through the various RePEc services.

    IDEAS is a RePEc service. RePEc uses bibliographic data supplied by the respective publishers.