TRANSACTIONAL LEADER IN ROMANIAN PRIVATE BANKING SYSTEM

Lucian Ciprian Crișan
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Lucian Ciprian Crișan: West University Timișoara, Faculty of Economics and Business Administration

SEA - Practical Application of Science, 2016, issue 10, 157-162

Abstract: From a managerial point of view, all the media means of professional communication, socialization and interaction emphasize entrepreneurial success stories. One of the modern concerns of all current researchers is to underline the place and role of leaders in the institutional framework. The leadership is perceived as a support pillar in maintaining any business. The analysis of this phenomenon is extremely extensive, starting with the culture of a company, the purpose of its existence and comprises aspects concerning the employees motivation and the degree of identifying themselves with the organizational objective. A constant concern in analyzing this phenomenon is retaining the employees and encouraging them to bring added value to the organization where they perform their daily activities. Nevertheless, the Romanian banking system in Timişoara seems to display a strong resistance towards change. The leadership of this industry is comprised of people with great managerial abilities. The transactional method, manifested by the leader in the Romanian private banking system in Timişoara, seems to be the main phenomenon at the basis of their daily activity. The manager – leader hypothesis is slowly taking shape. Due to the resistance to change, generated by the educational model, from a managerial point of view, the balance is strongly tilting towards the managerial traits at the expense of the leadership ones. We are still at the stage where the tolerance towards liberty, uncertainty, are some of the traits of the leader in the Romanian private banking system in Timişoara, which are poorly identified at the management level of this very important segment of activity.

Keywords: Transactional leader; Representation; Integration; Structuring; Tolerance (search for similar items in EconPapers)
JEL-codes: M10 M11 M12 (search for similar items in EconPapers)
Date: 2016
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